BUS446 Sustainable Business Models
Autumn 2018Spring 2019
-The course consists of three main parts, after a general introduction (two lectures) that
outlines the central challenge of designing and innovating business models that are both
sustainable and profitable.
Part 1: Business models and business model innovation
This part of the course introduces the business model framework, the three components
of business models, and the manifold ways in which they can be innovated. This part of
the course emphasizes the practical nature of the business model concept, in the sense
that it relates to the concrete questions managers need to address in the design and
innovation of a business model. This is related to the offering to customers (value
proposition), the configuration of resources, activities and partners needed to deliver the
offering (value delivery), and the choices related to revenue streams, payment models
and cost structures that allow the company to make a profit (value capture). This part of
the course also emphasizes new business models and innovative approaches to create,
deliver and capture value.
Part 2: Sustainability and circular economy
This part of the course introduces the concept of sustainability, with regard to both the
social and the environmental externalities of business models. Different perspectives on
sustainability and the measurement thereof are introduced, and emphasis is placed on
analyzing how different business models have different footprints with regard to
sustainability. Furthermore, this part of the course introduces the concept and
perspectives of the circular economy, as a contrast to traditional, linear models of
business. Implications for product and service design as well as for business model
design and innovation are discussed.
Part 3: Designing and innovating sustainable business models
In the final part of the course, the emphasis is placed on how to innovate existing
business models in a way that makes them more sustainable, or design new business
models that represent an improvement on the status quo with regard to sustainability.
Furthermore, the big question that is addressed is how to make such improvements in a
way that is compatible with profitability, and that might even lead to competitive
advantages. In this part of the course, issues related to strategy formulation, leadership,organizational design and management control for sustainability performance are also
addressed. Moreover, this part of the course includes two or more case workshops in
close collaboration with Norwegian companies in the process of innovating their
business models for sustainability.
Upon successful completion of the course the student:
- will have developed an understanding of central concepts and theories on business model innovation and sustainability.
- will have knowledge of the various research methods used in studies on aligning sustainability performance and financial performance.
- can demonstrate knowledge of the most recent research in the field of sustainable business model innovation.
- have advanced skills in business modelling.
- can explain concepts such as business models, innovation, sustainability and circular economy.
- can identify and analyze relevant sustainability issues for a company, and distinguish between more and less material sustainability concerns.
- can apply theories of sustainable business model innovation on concrete company cases.
- can communicate with specialists in both academia and practice about complex issues in business modeling and innovation for sustainability in business.
Lectures, case workshops with companies, online sessions in Adobe Connect, blog post writing and discussion
Requirements for course approval
Written group project papers (ca. 10 pages; groups of 4-5 students), where two and two groups are paired to comment on each others drafts prior to final submission.
Two blog posts on group basis (4-5 students).
Eight blog post comments (individual basis).
Written and individual school-based exam, 4 hours.
- Jørgensen, S. og Pedersen, L.J.T. (2018). RESTART Sustainable Business Model Innovation. London: Palgrave.
Collection of scientific articles and other readings provided on its:learning:
- Birkinshaw, J., Foss, N.J. and Lindenberg, S. (2014). Combining Purpose with Profits. MIT Sloan Management Review, 55, 3, 49-56.
- Bocken, N. M., de Pauw, I., Bakker, C., and van der Grinten, B. (2016). Product design and business model strategies for a circular economy. Journal of Industrial and Production Engineering, 33(5), 308-320.
- Bocken, N. M. P., Short, S. W., Rana, P., and Evans, S. (2014). A literature and practice review to develop sustainable business model archetypes. Journal of Cleaner Production, 65, 42-56.
- Eccles, R.G., I. Ioannou, and Serafeim G. (2014). The Impact of Corporate Sustainability on Organizational Processes and Performance, Management Science, 60, 11, 2835-2857.
- Ellen MacArthur Foundation (2015). Towards a Circular Economy: Business Rationale for an Accelerated Transition. Isle of Wight, UK: Ellen MacArthur Foundation
- Johnson, M.W., Christensen, C.M. and Kagermann, H. (2008). Reinventing Your Business Model, Harvard Business Review, 86, 1-11.
- Jørgensen, S. and Pedersen, L.J.T. (2016). `Designing Sustainable Business Models¿. T.W. Andreassen, S. Clatworthy, M. Lüders and T. Hillestad (Eds.), Innovating for Trust. Cheltenham, UK: Edward Elgar Publishing.
- Khan, M., Serafeim, G., and Yoon, A. (2016). Corporate sustainability: First evidence on materiality. Accounting Review, 91(6), 1697-1724.
- Morris, M., Schindehutte, M., and Allen, J. (2005). The entrepreneur's business model: toward a unified perspective. Journal of Business Research, 58(6), 726-735.
- Nidumolu, R., Prahalad, C. K., and Rangaswami, M. R. (2009). Why sustainability is now the key driver of innovation. Harvard Business Review, 87(9), 56-64.
- Porter, M.E. and Kramer, M.R. (2011). Creating Shared Value: How to reinvent capitalism - and unleash a wave of innovation and growth, Harvard Business Review, 89, 1/2, 62-77.
- Schwab, K. (2015). The Fourth Industrial Revolution [*excerpt of chapters 1-2]. Davos: World Economic Forum.
- Serafeim, G. and Gombos, S. (2015). Turnaround at Norsk Gjenvinning. Harvard Business School Case Study. Cambridge, MA: Harvard Business School.
- Varadarajan, R. (2017). Innovating for sustainability: a framework for sustainable innovations and a model of sustainable innovations orientation. Journal of the Academy of Marketing Science, 45(1), 14-36.
- ECTS Credits
- Teaching language
Autumn and spring. Offered Autumn 2018
Associatie Professor Lars Jacob Tynes Pedersen, Department of accounting, auditing and law
Associate Professor Sveinung Jørgensen, Department of accounting, auditing and law