CSR and Climate Change Implications for Multinational Enterprises
Edited by John R. McIntyre, Silvester Ivanaj and Vera Ivanaj
Chapter 13: Transformation of the energy industry – from production and value chain-based toward service and network-based business models: navigating in the new sustainable energy landscape
Jessica Lagerstedt Wadin, Kajsa Ahlgren and Lars Bengtsson
Abstract
In this chapter we analyze the challenges that European multinational enterprises (MNEs) in the electric utility industry face in the transformation of the electric utility industry, going from a production and value chain-based business model toward more customer oriented and network-based business models. More specifically, we describe and analyze how seven European MNEs respond and change business models to navigate in the new sustainable energy landscape. We use business model innovation theory to identify patterns among MNE electricity utilities engaging in the sustainable transformation of the energy landscape electric utility industry. We identify two types of incumbent responses to the sustainable transformation of the electric utility industry: proactive and reactive Goliaths. We observe that cooperation between successful start-ups, Emerging Davids, and Proactive Goliaths with new innovative business models, organizing the cooperation in separate units, and disconnected from the core business could leverage the sustainable transformation of industries.
You are not authenticated to view the full text of this chapter or article.
Elgaronline requires a subscription or purchase to access the full text of books or journals. Please login through your library system or with your personal username and password on the homepage.
Non-subscribers can freely search the site, view abstracts/ extracts and download selected front matter and introductory chapters for personal use.
Your library may not have purchased all subject areas. If you are authenticated and think you should have access to this title, please contact your librarian.