The Triple Layered Business Model Canvas is a tool for exploring sustainability-oriented business model innovation. It extends the original business model canvas by adding two layers: an ...environmental layer based on a lifecycle perspective and a social layer based on a stakeholder perspective. When taken together, the three layers of the business model make more explicit how an organization generates multiple types of value – economic, environmental and social. Visually representing a business model through this canvas tool supports developing and communicating a more holistic and integrated view of a business model; which also supports creatively innovating towards more sustainable business models. This paper presents the triple layer business model canvas tool and describes its key features through a re-analysis of the Nestlé Nespresso business model. This new tool contributes to sustainable business model research by providing a design tool which structures sustainability issues in business model innovation. Also, it creates two new dynamics for analysis: horizontal coherence and vertical coherence.
•Triple Layered Business Model Canvas supports sustainable business model innovation.•Visualizing horizontal and vertical coherence enhances business models.•Triple Layered Canvas visualizes and validates business models.
Using longitudinal qualitative and network data capturing five years of evolution of an interorganizational network, this paper explores network orchestration – the process of assembling and ...developing an interorganizational network. In particular, we analyze shifts in the network orchestrator’s actions and the network’s structure and composition. We find that an orchestrator builds the capacity to assemble a network over time through the accumulation of resources and specialized expertise. However, as the network develops, an orchestrator faces an evolving set of dilemmas arising from the need to demonstrate value for various members and audiences. To resolve these dilemmas, orchestrators may shift their actions, moving from initially encouraging serendipitous encounters between network members (“blind dates”) to increasingly selecting members and more closely influencing their interactions (“arranging marriages”). We discuss implications of our findings for a processual understanding of orchestrated network assembly and growth.
Industrial symbiosis (IS) is a collaborative environmental action whereby firms share or exchange by-products, materials, energy, or waste as a way to economically reduce aggregate environmental ...impact. Research in IS has flourished over the past two decades, and the time is ripe for a coherent review of organizational perspectives on the topic, particularly since the practice of IS is rife with difficulties often attributed to “social” factors. We review the organizational perspectives found in IS literature using a two-dimensional framework considering the antecedents, consequences, lubricants, and limiters of IS assessed through institutional, network/system, organizational, and individual levels of analysis. Our framework highlights what organizational perspectives have been adopted so far and also points to avenues of future scholarship of this unique phenomenon.
Summary
While much work has been done on the conditions surrounding the emergence and establishment of industrial symbiosis (IS), new attention is being paid to understanding the evolution of IS over ...time. We demonstrate empirically how a new, facilitated IS initiative developed and evolved over an 8‐year period. We explore its network evolution by considering how the facilitator's actions enabled and precluded two fundamental network processes—serendipitous and goal‐directed processes. We discuss implications for a more generalized theory of IS development by exploring why and how different evolutionary trajectories may unfold.
Although relatively under-studied, industrial symbiosis may be a particularly valuable type of interfirm action for creating value under economic constraints, such as increased environmental ...regulations, because it involves firms collaborating to find economical ways to “do more with less”, by taking wastes and excess resources from one firm and processing them into valuable inputs for another. To better understand its value-creating potential, we analyzed firm- and policy-level environmental and economic outcomes for 313 industrial symbiosis exchanges across the United Kingdom, during a period of increasing environmental taxation and regulation. We found that, 1) exchanges involving larger volumes of material resources are more likely to create firm- and policy-level value; 2) firms with prior industrial symbiosis experience are more likely to create firm-level value; and, 3) exchanges involving dedicated waste firms are more likely to create policy-level value, although somewhat less likely to create firm-level value. Extending prior work on intra-firm action research, we show how firms can also create value through interfirm industrial symbiosis collaborations in response to regulatory constraints. We develop a deeper understanding of the types of outcomes likely to occur from industrial symbiosis exchanges, and detail firm- and policy-level implications and questions for future research.
À mesure que les dirigeants se rendent compte du potentiel concurrentiel des questions environnementales, de plus en plus d’entreprises intègrent les enjeux du développement durable à leur stratégie. ...Pour ce faire, elles doivent souvent trouver des alliés. Comment faire pour que ces partenariats environnementaux portent les fruits espérés ?
With increasing pressure for climate action, commitments to setting scientifically supported emissions targets have become more common among firms. The target‐setting methods currently endorsed by ...the Science Based Targets Initiative (SBTi) use emission pathways that are aligned with 1.5°C and well‐below 2°C long‐term temperature goals to inform near‐term corporate targets. However, most of these scenarios lead to a temperature overshoot, followed by a return to the temperature goal achieved via net‐negative emissions in the second half of this century. When used to inform near‐term (e.g., 2030) corporate targets, the result is a set of targets that are aligned with an overshoot of a temperature target, with no explicit long‐term commitment to using negative emissions technologies to reverse this. To decrease the risk of this misalignment with the long‐term temperature goal, we propose an alternative approach that derives corporate targets directly from the remaining global cumulative carbon budget. We illustrate this approach using global Scope 1 emissions disclosed by public firms in 2019 to estimate corporate carbon budgets and construct idealized emissions‐reduction pathways that are consistent with the remaining global carbon budget for 1.5°C and well‐below 2°C. While firms, or their sectors, may choose varying mitigation pathways aligned with either global temperature limit, consistency with remaining carbon budgets requires that any delayed mitigation action in the near term is followed by more rapid emissions reductions in subsequent years. This study emphasizes the need for a more precautionary and robust approach to corporate target setting.
Is There Cash in That Trash? Paquin, Raymond L.; Tilleman, Suzanne G.; Howard‐Grenville, Jennifer
Journal of industrial ecology,
04/2014, Volume:
18, Issue:
2
Journal Article
Peer reviewed
Summary
Past work on industrial symbiosis (IS) includes a wealth of case studies across diverse settings, including industrial estates, economic regions, and IS networks. Though this work provides ...needed insight into factors shaping IS, much of it has been descriptive in nature. Relatively few findings have been subjected to hypothesis development and testing. In this study, we develop and empirically test a number of hypotheses on factors influencing IS exchange development, using a unique national‐level IS data set of 1,322 individual material resource‐based exchanges facilitated through the United Kingdom's National Industrial Symbiosis Programme. Our findings affirm and extend the literature in a number of ways. In particular, we found that a firm's number of identified waste streams decreased the likelihood of initiating an exchange, but increased the likelihood of completing it once initiated. We also found, counter to the literature, that diversity among partnering firms reduced the likelihood of both initiating and completing an IS exchange. Finally, we found that higher economic value exchanges were more likely to be initiated, but less likely to be completed. We discuss implications and conclude with a number of avenues for future research.
Taking environmental partnerships seriously Wassmer, Ulrich; Pain, Guillaume; Paquin, Raymond L.
Business horizons,
January-February 2017, 2017-01-00, 2017-01-01, Volume:
60, Issue:
1
Journal Article
Peer reviewed
Increasingly, firms are integrating environmental sustainability into their business strategies. Yet, sustainability is a complex topic and many firms need to form environmental partnerships to ...access additional resources—in the form of investments, technologies, expertise, public image, and/or political influence—to develop competitive advantage. Environmental partnership decisions are difficult, however, because they often need to reconcile multifaceted sustainability issues with multi-level, and potentially divergent, strategic goals. To meet their intended objectives, companies should carefully consider the type of environmental partnerships and partners that can best meet their needs. Based on a review of the literature, interviews with executives responsible for environmental partnerships, and publicly available data, we find firms engage in three main types of environmental partnerships: innovation-seeking, legitimacy-building, and policy-influencing. Each type of partnership benefits from different types of resources and partner choices. Herein, we describe the advantages of each type of environmental partnership and partners that may best support them. Given that many firms develop environmental partnership portfolios, managing multiple environmental partnerships simultaneously, we also discuss the implications of our research for environmental partnership portfolios.
Is There Cash in That Trash? Paquin, Raymond L.; Tilleman, Suzanne G.; Howard-Grenville, Jennifer
Journal of industrial ecology,
04/2014, Volume:
18, Issue:
2
Journal Article
Peer reviewed
Summary
Past work on industrial symbiosis (IS) includes a wealth of case studies across diverse settings, including industrial estates, economic regions, and IS networks. Though this work provides ...needed insight into factors shaping IS, much of it has been descriptive in nature. Relatively few findings have been subjected to hypothesis development and testing. In this study, we develop and empirically test a number of hypotheses on factors influencing IS exchange development, using a unique national‐level IS data set of 1,322 individual material resource‐based exchanges facilitated through the United Kingdom's National Industrial Symbiosis Programme. Our findings affirm and extend the literature in a number of ways. In particular, we found that a firm's number of identified waste streams decreased the likelihood of initiating an exchange, but increased the likelihood of completing it once initiated. We also found, counter to the literature, that diversity among partnering firms reduced the likelihood of both initiating and completing an IS exchange. Finally, we found that higher economic value exchanges were more likely to be initiated, but less likely to be completed. We discuss implications and conclude with a number of avenues for future research.
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