A Dynamic Capabilities Approach to Sustainable Business Model Innovation : A Case Study of the Swedish Architecture Industry
Författare
Summary, in English
It is becoming widely accepted that dynamic capabilities, defined as an organisation's capacity to adapt and reconfigure both internal and external competencies to address changing environments swiftly, play a pivotal role in innovating a business model. Dynamic capabilities encompass the abilities to sense (identifying and assessing opportunities), seize (mobilising resources to exploit opportunities and derive value from them) and transform (continuously renewing the organisation). However, there has been limited research on exactly what these dynamic capabilities constitute in a Sustainable Business Model Innovation (SBMI) context and how they contribute to SBMI. Thus, this study will answer the research question: "Which capabilities contribute to sustainable business model innovation, and how?"
To answer that question, I propose a novel framework for SBMI based on dynamic capabilities. It includes a breakdown of capabilities into second-order capabilities (“learning-to-learn”, meta-capabilities); first-order capabilities (affecting reconfiguration) and zero-order capabilities (operational). My findings show that the sensing capability is composed of the lower capabilities of cross-disciplinary sensing, organisational sensing and stakeholder sensing. The seizing capability is composed of the lower capabilities of cross-disciplinary consensus building, reorganisation of BMI and stakeholder alignment. Finally, the transforming capability is composed of the lower capabilities of incorporation of cross-disciplinary knowledge, cultural and organisational change and stakeholder integration.
Thus, this study proposes a capability-based conceptualisation of SBMI, identifies the different capabilities affecting SBMI and sheds light on how they contribute to SBMI. Furthermore, this study also identifies insights into the interactions of SBMI with external actors, the two separate SBMI processes (managerial-led and employee-led) and its determining factors. Empirically, this study contributes to the evolving theory on how firms can meet their increasing commitments to deliver societal value alongside financial gains.
Avdelning/ar
Publiceringsår
2024
Språk
Engelska
Publikation/Tidskrift/Serie
Lund Studies in Economics and Management
Issue
170
Fulltext
Dokumenttyp
Doktorsavhandling
Förlag
Media-Tryck, Lund University, Sweden
Ämne
- Business Administration
Nyckelord
- dynamic capabilities
- business models
- business model innovation
- sustainable business models
- sustainable business model innovation
- sustainability
- architecture
Status
Published
Handledare
ISBN/ISSN/Övrigt
- ISBN: 978-91-8039-992-0
- ISBN: 978-91-8039-993-7
Försvarsdatum
26 april 2024
Försvarstid
13:15
Försvarsplats
EC3:207
Opponent
- Fredrik Tell (Professor)