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  <title>EconStor Community:</title>
  <link rel="alternate" href="https://hdl.handle.net/10419/318882" />
  <subtitle />
  <id>https://hdl.handle.net/10419/318882</id>
  <updated>2026-04-28T15:29:35Z</updated>
  <dc:date>2026-04-28T15:29:35Z</dc:date>
  <entry>
    <title>How (sustainable) business model patterns help initiating design for sustainability</title>
    <link rel="alternate" href="https://hdl.handle.net/10419/319029" />
    <author>
      <name>Bitetti, Leandro</name>
    </author>
    <author>
      <name>Bedolla, Mattia</name>
    </author>
    <id>https://hdl.handle.net/10419/319029</id>
    <updated>2025-06-07T01:01:40Z</updated>
    <published>2024-01-01T00:00:00Z</published>
    <summary type="text">Title: How (sustainable) business model patterns help initiating design for sustainability
Authors: Bitetti, Leandro; Bedolla, Mattia
Abstract: This study explores the cognitive impact of sustainable business model patterns on initiating design for sustainability, comparing them to traditional patterns. Utilizing a quasi-experimental design with four teams of Master's students in Innovation Management, we assessed how the type of business model pattern cards influences cognitive processes and idea generation during ideation. Our findings demonstrate that sustainable business model patterns significantly enhance cognitive stimulation, promoting a broader perspective on sustainability issues. They excel in integrating all three dimensions-economic, ecological, and social-of sustainable business model innovation within the context of idea generation. This research bridges interpretations of business models as (1) cognitive schemas and (2) formal representations, highlighting the pivotal role of specific visual tools in facilitating sustainable business model innovation. This includes challenging cognitive barriers and fostering a comprehensive approach to sustainable design.</summary>
    <dc:date>2024-01-01T00:00:00Z</dc:date>
  </entry>
  <entry>
    <title>Is the "sustainable retail business model" a pipedream? A multiple case study of nordic retailers</title>
    <link rel="alternate" href="https://hdl.handle.net/10419/319031" />
    <author>
      <name>Walker, Charlotte</name>
    </author>
    <author>
      <name>Hokkanen, Harri</name>
    </author>
    <id>https://hdl.handle.net/10419/319031</id>
    <updated>2025-06-07T01:02:52Z</updated>
    <published>2024-01-01T00:00:00Z</published>
    <summary type="text">Title: Is the "sustainable retail business model" a pipedream? A multiple case study of nordic retailers
Authors: Walker, Charlotte; Hokkanen, Harri
Abstract: Purpose: Increasing public awareness of social and environmental problems has led to critique of firms, rais- ing questions about their efforts in addressing sustainability. Due to their unique position in the supply chain, retailers have enormous potential to influence sustainable progress through their business models. However, many global retailers have fallen into various sustainability-related scandals. Therefore, the purpose of this study is to identify activities that retailers are undertaking to address sustainability. Design/Methodology/Approach: Recent reports indicate that Nordic retailers have established themselves as sustainability pioneers. Consequently, this exploratory research is based on an empirical multiple case study, fo- cusing on eight retailers from Denmark, Finland, Norway, and Sweden. This study draws from sustainability re- ports and employs directed content analysis to identify retailers' activities. Findings: The study identified 44 retailing activities used to address sustainability and revealed that only six (out of 45) sustainable business model design patterns are commonly used by pioneer retailers. The findings illustrate both the common and emerging patterns in retail, and further highlight the areas that are lacking in retail business model design. Originality/Value: By exploring how a megatrend is addressed by commercial actors, this research connects retail business model and sustainable business model literature, proposes a new role for retailers as change agents, and suggests five propositions that can guide traditional retailers on their sustainability journeys.</summary>
    <dc:date>2024-01-01T00:00:00Z</dc:date>
  </entry>
  <entry>
    <title>Editorial: Introduction to the special issue based on papers presented at the business model conference 2023</title>
    <link rel="alternate" href="https://hdl.handle.net/10419/319035" />
    <author>
      <name>Montemari, Marco</name>
    </author>
    <id>https://hdl.handle.net/10419/319035</id>
    <updated>2025-06-07T01:02:05Z</updated>
    <published>2024-01-01T00:00:00Z</published>
    <summary type="text">Title: Editorial: Introduction to the special issue based on papers presented at the business model conference 2023
Authors: Montemari, Marco</summary>
    <dc:date>2024-01-01T00:00:00Z</dc:date>
  </entry>
  <entry>
    <title>Managing the dual business model trade-off in multinational corporations</title>
    <link rel="alternate" href="https://hdl.handle.net/10419/319038" />
    <author>
      <name>Mozheiko, Sergei</name>
    </author>
    <author>
      <name>Sund, Kristian J.</name>
    </author>
    <id>https://hdl.handle.net/10419/319038</id>
    <updated>2025-06-07T01:02:39Z</updated>
    <published>2024-01-01T00:00:00Z</published>
    <summary type="text">Title: Managing the dual business model trade-off in multinational corporations
Authors: Mozheiko, Sergei; Sund, Kristian J.
Abstract: When a multinational operates different business models in different markets, a trade-off typically exists between local-market adaptations and cross-market economies of scale and scope. How do country managers navigate these trade-offs and the tensions inherent in developing and operating such dual business models? In this short paper we explore how a local subsidiary can innovate its business model in a way that creates alignment with the local market while respecting the larger corporate structure. We study the Chinese subsidiary of Velux, a multinational window manufacturer, that has transformed its business model from simple production to engineering, and further to modular solutions. We show that by respecting both the corporate strategic mission and the corporate culture, in combination with avoiding any direct challenge to the core corporate business model, the subsidiary has bypassed the tensions commonly observed with dual business models.</summary>
    <dc:date>2024-01-01T00:00:00Z</dc:date>
  </entry>
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