RESTART Sustainable Business Model Innovation.

RESTART Sustainable Business Model Innovation.

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Bibliographic Details
Superior document:Palgrave Studies in Sustainable Business in Association with Future Earth Series
:
Jørgensen, Sveinung.
TeilnehmendeR:
Pedersen, Lars Jacob Tynes.
Place / Publishing House:Cham : : Springer International Publishing AG,, 2018.
{copy}2018.
Year of Publication:2018
Edition:1st ed.
Language:English
Series:Palgrave Studies in Sustainable Business in Association with Future Earth Series
Online Access:
Physical Description:1 online resource (264 pages)
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Table of Contents:
  • Intro
  • Foreword
  • Preface
  • Acknowledgments
  • Contents
  • List of Figures
  • List of Tables
  • Part I
  • 1: Why Sustainable Business Model Innovation?
  • 1.1 A RESTART of Business Models for a Brighter Future Earth
  • 1.2 The Methodological Approach of This Book
  • 1.3 Let Us RESTART Sustainable Business Model Innovation
  • References
  • 2: The Seven Steps of the RESTART Framework
  • 2.1 A RESTART for Business Models of the Future
  • 2.2 A Brief Introduction to the RESTART Framework for Sustainable Business Model Innovation
  • References
  • 3: RESTART: What, Why, How and So What?
  • 3.1 Responsibility and Opportunity
  • Companies are Problem Solvers
  • Responsibility and Opportunity: Two Drivers of Sustainable Business Models
  • Toward Sustainable Business Models
  • 3.2 Sustainable and Profitable
  • More of Everything That is Good
  • 3.3 The Next Step: Aligning Financial, Social and Environmental Bottom Lines
  • A Sustainable Interplay
  • Sustainability Can Pay-But It is No Walk in the Park
  • Our Collective Luxury Trap
  • Societal Boundaries
  • Next Stop: RESTART
  • References
  • Part II
  • 4: Roadmap to a RESTART
  • References
  • 5: Redesign Rather than Standstill
  • 5.1 The Business Model as the Story of How the Company Works
  • Companies as Stories
  • Creating Value Through Successful Value Propositions
  • To Deliver What You Promise
  • Getting a Bigger Share of the Pie
  • The Hypothesis of What the Customer Wants
  • 5.2 Redesigning Business Models
  • Innovation of Business Models
  • Disrupt or Die?
  • References
  • 6: Experimentation Rather than Turnaround
  • 6.1 The Science of Profitability
  • Do Not Put All the Eggs in the Same Basket
  • Control, Experiment and Innovate!
  • Changes Big and Small
  • 6.2 Asking the Right Questions
  • Experimentation in Practice
  • References
  • 7: Service-Logic Rather than Product-Logic.
  • 7.1 At Your Service
  • What Do We Mean by Service-Logic?
  • The Sharing Economy as Service-Logic
  • 7.2 Access to Everything
  • Profit from Services
  • When the Internet Enters Our Things
  • References
  • 8: The Circular Rather than the Linear Economy
  • 8.1 The Future Goes in Circles
  • From Linear to Circular Value Chains
  • The Two Fundamental Cycles
  • 8.2 Resources Astray
  • Values at Stake
  • Inspired by Nature
  • Unemployment Also Reflects Resources Astray
  • The Circle is Not Closed
  • References
  • 9: Alliances Rather than Solo-runs
  • 9.1 Unite and Collaborate!
  • Between Competition and Collaboration
  • From Value Creation to Value Capture
  • 9.2 Creating and Sharing Value
  • The Company as a Coalition of Stakeholders
  • References
  • 10: Results Rather than Indulgences
  • 10.1 With an Eye on the Ball
  • The Road to Being Sustainable and Profitable
  • 10.2 Prioritize What Matters
  • Is It Profitable to Solve the Most Important Problems?
  • Let Sustainable Business Flourish!
  • References
  • 11: Three-Dimensionality Rather than One-Dimensionality
  • 11.1 Take the Lead
  • Take Me to Your Leader
  • Leadership at All Levels
  • 11.2 Building a Better World
  • Organizing for Sustainability
  • The Structures That Support
  • Build a Bridge to Your Surroundings
  • Better Dashboard, Better Management
  • Walk It Like You Talk It
  • Move the LEGO Blocks Around
  • References
  • 12: RESTART Before It is Too Late
  • 12.1 It is Not Going to Be Easy
  • 12.2 Ready, Set, RESTART!
  • Reference
  • Part III
  • 13: A Recap of the RESTART Framework
  • 14: A Process Model for Sustainable Business Model Innovation
  • 14.1 A Closer Look at the Four Phases of the Sustainable Business Model Innovation Process
  • 14.2 Why the Business Model RESTARTer?
  • 14.3 Starting the RESTART
  • References
  • 15: Avenues for Future Research
  • 15.1 Mind the Gap!.
  • 15.2 Research Designs and Methodologies
  • 15.3 A RESTART Research Agenda
  • 15.4 An Ocean of Opportunities
  • References
  • 16: Case Study: A RESTART for Scanship
  • 16.1 Business Opportunities on the Floating City
  • 16.2 Solutions for Cleaner Oceans
  • 16.3 Toward Uncharted Waters
  • 16.4 Restarting Scanship: Practical Challenges and Research Opportunities
  • References
  • 17: Case Study: A Circular Business Model for Orkla and BIR?
  • 17.1 Orkla and Its Ecosystem
  • 17.2 BIR: From Waste Manager to Circular Business Partner?
  • 17.3 Recognize-Rethink-Reinvent- Reorganize
  • 17.4 Restarting Together: More Cake for All?
  • Reference
  • References
  • Index.

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