TY - JOUR
T1 - Barriers and drivers to sustainable business model innovation
T2 - Organization design and dynamic capabilities
AU - Bocken, Nancy M.P.
AU - Geradts, Thijs H.J.
N1 - Publisher Copyright:
© 2019 The Authors
PY - 2020/8
Y1 - 2020/8
N2 - Sustainable business model innovation (SBMI) in large multinational corporations is increasingly perceived as a key driver for competitive advantage and corporate sustainability. While the SBMI literature acknowledges that corporations require dynamic capabilities to innovate their business model for sustainability, the role of organization design to nurture dynamic capabilities for this purpose has been scantly addressed. By taking a qualitative research approach, we address how organization design affects dynamic capabilities needed for SBMI. Accordingly, from an organization design perspective, we identified barriers and drivers on three levels: the institutional, the strategic, and the operational. The contributions of our study are threefold. First, we contribute to a recent discussion on how organizational design affects dynamic capabilities needed for business model innovation. Second, we present a multi-level framework to show how interconnected barriers and drivers obstruct or enable SBMI. Third, our study answers a call to advance theoretical perspectives on SBMI.
AB - Sustainable business model innovation (SBMI) in large multinational corporations is increasingly perceived as a key driver for competitive advantage and corporate sustainability. While the SBMI literature acknowledges that corporations require dynamic capabilities to innovate their business model for sustainability, the role of organization design to nurture dynamic capabilities for this purpose has been scantly addressed. By taking a qualitative research approach, we address how organization design affects dynamic capabilities needed for SBMI. Accordingly, from an organization design perspective, we identified barriers and drivers on three levels: the institutional, the strategic, and the operational. The contributions of our study are threefold. First, we contribute to a recent discussion on how organizational design affects dynamic capabilities needed for business model innovation. Second, we present a multi-level framework to show how interconnected barriers and drivers obstruct or enable SBMI. Third, our study answers a call to advance theoretical perspectives on SBMI.
UR - http://www.scopus.com/inward/record.url?scp=85076848227&partnerID=8YFLogxK
U2 - 10.1016/j.lrp.2019.101950
DO - 10.1016/j.lrp.2019.101950
M3 - Article
AN - SCOPUS:85076848227
SN - 0024-6301
VL - 53
JO - Long Range Planning
JF - Long Range Planning
IS - 4
M1 - 101950
ER -