The meaning and usefulness of the business model (BM) concept is still a core consideration for related literature. It captures a perspective on business that is pivotal for firms and their managers to understand and address broader changes that call for a holistic, dynamic view on a firm's way of doing business. The background of this chapter is the apparent urge by some firms to enact business model innovation (BMI), and especially business model innovation for sustainability (BMIfS). We identify a set of issues that need further research, based on a review of studies that investigate and apply the BM concept in relation to innovation and sustainability. Our review leads to the conclusion that a considerable consensus exists among researchers about the need to explore practices and experiences of BMI, especially BMIfS, further.
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Front Matter
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Part 1: DEFINING A SUSTAINABILITY-DRIVEN BUSINESS STRATEGY
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Part 2: SUSTAINABILITY-DRIVEN BUSINESS STRATEGIES IN MARKETING
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Part 3: SUSTAINABILITY-DRIVEN BUSINESS STRATEGIES IN INNOVATION AND ENTREPRENEURSHIP
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Part 4: SUSTAINABILITY-DRIVEN BUSINESS STRATEGIES IN OPERATIONS AND INFORMATION SYSTEMS
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Part 5: SUSTAINABILITY-DRIVEN BUSINESS STRATEGIES IN FINANCE AND ACCOUNTING
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Part 6: SUSTAINABILITY-DRIVEN BUSINESS STRATEGIES IN HUMAN RESOURCES
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Part 7: SUSTAINABILITY-DRIVEN BUSINESS STRATEGIES ACROSS FUNCTIONAL AREAS IN AN ORGANIZATION
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Part 8: CASE STUDIES ON SUSTAINABILITY-DRIVEN BUSINESS STRATEGIES
