This includes the considerations, conditions and factors identified in this study that influence the idea of SBMI and the implementation of SBMI in the higher education sector. Innovation The value components, configurations and frameworks identified in the literature and the activities involved in the analysis, planning, design, development and management of transformations towards a sustainable business model.
Introduction
- General Statement
- Statement of the Problem
- Purpose of Study
- Significance of the Research
- Research Question, Aim, and Objectives
- Overview of Research Design
- Definition of Terms
- Assumptions, Delimitations, and Limitations
- Summary
- Structure of Thesis
It depends on several conditions, including the researcher's ability to convey research saliently and relevantly to attract participants' interest (Lewis et al., 2019). Non-respondents may have valuable insights and information that differ from the participants who responded (Lewis et al., 2019).
Theory and Industry Analysis
- Introduction
- Theoretical Constructs of Sustainable Business Model Innovation
- Foundations of Dynamic Capabilities Theory
- Sustainable Business Model Innovation and Dynamic Capabilities
- Management of Dynamic Capabilities
- Drivers and Challenges of Dynamic Capabilities for Sustainable Business Model
- Industry Analysis of the Tertiary Education Sector
- PESTELE Analysis
- Stakeholder Analysis
- Summary
This research can ultimately benefit multiple stakeholder groups in every sector of society (government, industry and civil society). The results of this research can serve many stakeholders such as boards of directors, employees, managers, customers and society in general.
Literature Review
- Introduction
- Search Strategy
- The Antecedents of Sustainable Business Model Innovation
- Business Model
- Sustainable Business Model
- Business Model Innovation
- Business Modelling and Innovation Before Sustainable Business Model Innovation
- The Driving Factors for Sustainable Business Model Innovation
- Environmental, Social, and Governance Drivers
- Digitisation, Digitalisation, and Emerging Technologies
- Creating Value for All Stakeholders
- Organisational Design and Cultural Factors
- The Sustainable Business Model Innovation Concept
- Features of Sustainable Business Model Innovation
- Frameworks Toward Sustainable Business Model Innovation
- Benefits of Sustainable Business Model Innovation
- The Adoption of Sustainable Business Model Innovation
- Different Sectors, Varying Results
- Implementing Collaborative Ecosystems
- Embedding Technological Innovation
- The Application of Sustainable Business Model Innovation in New Zealand
- Sustainability Initiatives Across Sectors - Challenges and Advantages
- Sustainability Influencing Factors – Drivers
- Conclusion
The researcher with comments on how their interpretation of the results is shaped by their background gives rise to good qualitative research (Creswell & Creswell, 2020). Most research on SBMI has been conducted in some sector-specific organizations and locations, and the associated barriers, drivers and causes of failure remain underexplored.
Research Methodology
Introduction
- Research Question
Research Philosophy and Design
- Interpretive Philosophical Assumptions
- Inductive Approach to Theory Development
- Qualitative Study
- Exploratory Study Research Purpose
- Case Study Methodology
- Data Collection: Interviews, Documentation, and Archival Records
- Data Analysis: Thematic and Comparative Qualitative Data Analyses
- The Researcher
Method 1: Interviews
- Purpose of Interviews
- Interview Design
- Pilot Testing
- Procedures Followed
- Study Participants and Sampling
- Data Analysis
- Challenges
Limitations, Reliability, and Bias
Ethical Considerations
- Method 1: Semi-structured Interviews
Summary
Findings and Analysis
Introduction
- Sample
- Data Collection
Qualitative Analysis: Interview Findings and Themes
- Theme 1: Existing Knowledge and Awareness
- Theme 2: Innovating Toward Sustainability
- Theme 3: Organisational Structure and Leadership
- Theme 4: Resourcing Sustainability
- Theme 5: Measuring Sustainability
- Theme 6: External Impacts on Sustainability
Discussion of the Case Study Findings
- Theme 1: Existing Knowledge and Awareness
- Theme 2: Innovating Toward Sustainability
- Theme 3: Organisational Structure and Leadership
- Theme 4: Resourcing Sustainability
- Theme 5: Measuring Sustainability
- Theme 6: External Impacts on Sustainability
- Alignment with the Research Question
Summary
Recommendations and Conclusion
Purpose of the Research
The purpose of this qualitative case study was to explore the emerging and developing research field of the Sustainable Business Model (SBMI) phenomenon. This study aimed to expand the current understanding of SBMI and the literature by exploring the concept within the tertiary education sector (TES) and developing theory to bridge the gap between the idea and implementation of SBMI. This study drew on dynamic capabilities theory (DCT) to design the integration of BM innovation for sustainability in TES and explore the sustainability strategies and activities of tertiary education organizations (TEOs).
This chapter also examined the industry using PESTEL and TES stakeholder analyzes in conjunction with SBMI. The results of this study were discussed as they related to the six themes identified: (1) existing knowledge and awareness, (2) sustainability innovation, (3) organizational structure and leadership, (4) sustainable sourcing, (5) sustainability measurement and (6) external influences on sustainability. The development of the emerging concept of SBMI is related to the initial component of RQ1: how to accelerate SBMI by exploring aspects of the concept in TES.
The second part of the question, and bridging the gap between ideation and implementation of SBMI, was explored by referring to TEOs' sustainability strategies and activities, from participant responses and secondary sources. The interpretation and discussion of the six themes revealed several considerations, conditions, and factors that influence accelerating SBMI and bridging the gap between ideation and implementation, and that align with the research objectives.
Implications for Theory and Research
- Dynamic Capabilities Theory
- Sustainable Business Model Innovation
Moreover, this study concludes that the progress of sustainability innovation relies heavily on two specific resources: financial and personnel resources. The importance of strategic human resource management was evident in this study, therefore hiring and assigning the right skilled individuals is essential, and skill building and training are key to transformational DC (Batocchio et al., 2021). This study concludes that flexibility is important as is the incorporation of regional needs with locally driven implementation.
Anne Marie Kininmonth The results of this study conclude that legislation and government have a significant impact on developing countries to perceive, seize and transform. Similarly, this research concludes that external influences, including legislation and government policies, can have a significant impact on sustainability priorities, practices and the direction of sustainability innovation. This study concludes that the SDGs are drivers of (a) expanding the sustainability discourse, (b) innovating existing services and products, and (c) measuring and communicating sustainability progress.
This study finds that it is important to have simple processes for obtaining these resources, as obtaining the necessary resources often takes considerable time and slows down the progress of innovation. Based on findings regarding cultural dimensions as drivers of sustainable innovation progress, this study concludes that a sustainability-oriented organizational culture can foster more sustainability-oriented individual values that enable more.
Implications for Practice and Industry
Furthermore, this study concludes that operating from a centralized approach may reduce the meaning and importance of sustainability to staff who may consider it just another compliance task. This study concludes that issues related to bureaucratic structures and attributed ambiguity may stifle the ability of TEOs to innovate their BMs for sustainability and that this may become unmanageable. The importance of resources was highlighted in this study as the progress of sustainability innovation relies heavily on two specific resources: financial and personnel resources.
The results of this study conclude that not all sustainability progress can be quantified and that the influence of stakeholder behavior, such as top management's apparent penchant for numbers, rankings, and other general preferences, can result in skewed reporting and can influence the direction of sustainability. innovations. Similarly, based on the findings of increased stakeholder demand and increasing ways to measure sustainability, this study concludes that this can incentivize TEOs to invest in developing their DCs to sense, seize and transform in response to pressing sustainability issues and to encourage greater opportunities for sustainable development. sustainability innovation. The conclusions of this research are that external influences shape, disrupt and drive sustainability innovation.
Legislation and government goals influence the direction of the sector's sustainability innovation activities, and this study concludes that regulation can encourage TEOs to innovate their BMs for sustainability. This study also concludes that market conditions disrupt an organization's ability to innovate the BM for sustainability and force TEOs to build resilience into their BMs and drive innovation.
Limitations of the Present Study
Therefore, sustainability-related funding from government, like the Tertiary Education Commission (TEC), should allow for the allocation of more appropriate levels of resources within TEOs for sustainable innovation. In addition, the results conclude that the time involved in obtaining such resources can delay innovation progress for up to years, with insufficient resources affecting the achievement of goals and meeting stakeholder expectations. Furthermore, based on the findings regarding SDGs, these SDGs engender a collective approach with collaborative goals that are drivers towards (a) increasing sustainability discourse, (b) innovating existing services, and (c) measuring and communicating sustainability progress.
However, saturation does not indicate that the number of interviews was sufficient, and that the phenomenon was fully investigated (Lewis et al., 2019). Similarly, the researcher encountered non-respondents who could have contributed valuable insights and information to complement the participants who did respond (Lewis et al., 2019). Therefore, the recording and interpretation of participants' responses may have caused the researcher's reporting bias due to this subjectivity (Creswell & Creswell, 2020; Lewis et al., 2019).
A limitation of this study is that it involved participants who were predominantly senior level managers in positions that contributed to, or were involved in, the sustainability projects and strategies at their respective TEO. Developments of innovation of the BM for sustainability, influencing factors and perspectives probably differ at different levels within the education sector.
Recommendations for Future Research
Furthermore, the data collected was limited to universities and Te Pūkenga, which is currently undergoing significant organizational transformation and is at various stages of implementation of sustainability frameworks and development across its networks. Understanding the policies and systems in place at this level and the impact it has on TES can support the development of SBMI. Similarly, as a result of vocational education reform, Te Pūkenga's sustainability framework is evolving and the sector is undergoing massive change.
According to Aspelund and Hermundsdottir (2020), social issues are often a neglected part of sustainability because research tends to focus on environmental innovations. Knowledge gaps are also identified by Aldowaish et al. 2022) on the relationship between ESG and BM and the processes for implementing ESG factors in business operations (Kluza et al., 2021). As this research suggests, more research is needed into the relationship between the SDGs and the BM, the associated processes of embedding these goals into the core of the TES, and how these influence the approach to SBMI and sustainability value capture and create. There is little reference to how digital technologies can enable companies to improve their business practices for SBMI (Cheng et al., 2019; Gao & Li, 2020; Gregori & Holzmann noted that more research is needed to guide adoption and implementing technologies for SBMI and how it can enable SBMI (Ciaburri et al., 2020).Future research regarding emerging and digital technologies in the TES may provide additional valuable insights into understanding the role that technological solutions play and how these can be deployed to accelerate the development of the economy. SBMI. 2022) research points to a gap in SBMI's integrative perspective that balances all three aspects of sustainability, how this should be implemented and with what instruments .
More research is needed to provide clearer guidance on how companies and decision makers can create an environment that fosters the ability to be proactive in relation to the changing needs of the environment and society (Chofreh et al., 2020; Franco et al., 2022). Therefore, more research could be conducted on the influence of organizational design on SBMI and the interdependence with DCs.
Conclusion
Opportunities and challenges for higher education institutions in Europe: An analysis from a business model perspective. Bridging sustainable business model innovation and user-driven innovation: A process for sustainable value proposition design. Opening the Black Box of Dynamic Capability: An Approach to Business Model Innovation Management in the Digital Era.
How AI capabilities enable business model innovation: Scaling AI through co-evolutionary processes and feedback loops. I am carrying out my thesis research project to further research how companies can shift their business models towards Sustainable Business Model Innovation (SBMI) for strategic purposes. This project aims to investigate and evaluate the ideation and implementation stages of embedding sustainable practices in an organization's business model and.
Only topics related to the process and strategy for sustainable business model innovation are discussed.