Business model innovation for reducing uncertainty in sustainability transitions: A case study of the wood construction industry

IF 3.7 3区 管理学 Q2 MANAGEMENT Creativity and Innovation Management Pub Date : 2024-06-18 DOI:10.1111/caim.12622
Andrey Abadzhiev, Alexandre Sukhov, Mikael Johnson
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Abstract

Sustainability transitions are a significant challenge that requires established industries to adopt innovative ways of doing business. Research suggests that while this is possible through business model innovation (BMI), risk avoidance by regime actors and high levels of future uncertainty act as barriers to successful transitions. Specifically, we lack knowledge about how established companies innovate their business model (BM) to reduce uncertainty related to sustainability transitions. We explore the case of a large forest-based manufacturing company in the construction industry, Stora Enso. We find that, by pursuing transformative BMI and combining multiple value creation logics, a company can reduce different types of uncertainty while shaping its business ecosystem towards more sustainable opportunities. We show that the BM can serve as an organizational tool for collectively exploring new knowledge, reducing uncertainty and driving change in a business ecosystem.

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商业模式创新,减少可持续转型中的不确定性:木结构建筑行业案例研究
可持续性转型是一项重大挑战,需要成熟行业采用创新的经营方式。研究表明,虽然通过商业模式创新(BMI)可以实现这一目标,但制度参与者的风险规避和未来的高度不确定性是成功转型的障碍。具体来说,我们缺乏关于成熟公司如何创新其商业模式(BM)以减少与可持续转型相关的不确定性的知识。我们以建筑行业的一家大型森林制造公司斯道拉恩索(Stora Enso)为案例进行了探讨。我们发现,通过追求变革性的业务模式创新并结合多种价值创造逻辑,公司可以减少不同类型的不确定性,同时将其业务生态系统塑造成更具可持续性的机会。我们表明,业务管理可作为一种组织工具,用于集体探索新知识、减少不确定性并推动业务生态系统的变革。
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来源期刊
CiteScore
7.70
自引率
11.40%
发文量
57
期刊介绍: Creativity and Innovation Management bridges the gap between the theory and practice of organizing imagination and innovation. The journal''s central consideration is how to challenge and facilitate creative potential, and how then to embed this into results-oriented innovative business development. The creativity of individuals, coupled with structured and well-managed innovation projects, creates a sound base from which organizations may operate effectively within their inter-organizational and societal environment. Today, successful operations must go hand in hand with the ability to anticipate future opportunities. Therefore, a cultural focus and inspiring leadership are as crucial to an organization''s success as efficient structural arrangements and support facilities. This is reflected in the journal''s contents: -Leadership for creativity and innovation; the behavioural side of innovation management. -Organizational structures and processes to support creativity and innovation; interconnecting creative and innovative processes. -Creativity, motivation, work environment/creative climate and organizational behaviour, creative and innovative entrepreneurship. -Deliberate development of creative and innovative skills including the use of a variety of tools such as TRIZ or CPS. -Creative professions and personalities; creative products; the relationship between creativity and humour; arts and amp; humanities side of creativity.
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