Organizing for Sustainability : : A Guide to Developing New Business Models.

Organizing for Sustainability : : A Guide to Developing New Business Models.

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Bibliographic Details
:
Jonker, Jan.
TeilnehmendeR:
Faber, Niels.
Place / Publishing House:Cham : : Springer International Publishing AG,, 2021.
©2021.
Year of Publication:2021
Edition:1st ed.
Language:English
Online Access:
Physical Description:1 online resource (259 pages)
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Table of Contents:
  • Intro
  • Acknowledgements
  • Praise for Organizing for Sustainability
  • Disclaimer
  • About This Book
  • Contents
  • Student Testimonials on the Business Model Template
  • Readers' Guide
  • The Business Model Template at a Glance
  • About the Authors
  • Abbreviations
  • List of Figures
  • List of Tables
  • 1 Speaking of Transition
  • 1.1 The Triple Transition-Climate, Energy, and Circularity
  • 1.2 A New Model for Organizing Multiple Value Creation
  • 1.3 Measuring Performance
  • 1.4 The Business Model Template
  • References
  • 2 Business Modelling
  • 2.1 A Short History of Business Modelling
  • Why Conventional Business Model Toolkits Are No Longer Fit for Purpose
  • Towards a Business Modelling Approach for a Sustainable Economy
  • 2.2 The Modelling Process
  • 2.3 Key Business Model Archetypes
  • 2.4 Horizontal and Vertical Organization
  • 2.5 Summary: Engaging with the Business Model Template
  • References
  • Part I Definition Stage
  • 3 Motive and Context
  • 3.1 Exploring the Challenge and Opportunity
  • The Context of Everyday Normal
  • 3.2 Tools for Visualizing the Motive and the Context
  • 3.3 Case Studies: Motive and Context
  • 3.4 In Conclusion
  • References
  • 4 The Dream
  • 4.1 The Bright Spot on the Horizon
  • About Dreaming
  • About Rhetoric and Framing
  • 4.2 Using Framing to Bring Your Dream to Life
  • 4.3 Case Studies: Dream
  • 4.4 Curating Dreams
  • References
  • 5 The Value Proposition
  • 5.1 Developing the Perfect Proposal
  • 5.2 Speaking of Value Creation
  • 5.3 Value Creation and Change
  • 5.4 Some Reflections on the Scope of Value Creation
  • 5.5 Case Studies: Proposition
  • 5.6 It's Not That Simple
  • References
  • Part II Design Stage
  • 6 Business Model Archetypes
  • 6.1 The Logic of Value Creation
  • 6.2 Platform Business Models
  • 6.3 Community or Collective Business Models
  • 6.4 Circular Business Models.
  • 6.5 Selecting a Business Model Archetype
  • 6.6 Case Studies: Business Model Archetypes
  • 6.7 Laying a Logical Foundation
  • References
  • 7 Parties Involved
  • 7.1 Who Is Participating?
  • 7.2 Identifying People
  • 7.3 Case Study: Parties
  • 7.4 The Art of Uniting Parties
  • References
  • 8 Strategy
  • 8.1 Mapping Out the Route
  • A Short Reflection
  • 8.2 Tools
  • Strategy as a Plan: Analytical Tools
  • Strategy as a Route: Conceptual Tools
  • 8.3 Case Studies: Strategy
  • 8.4 Everything Is Context
  • References
  • 9 Core Activities
  • 9.1 The More Specific the Better
  • 9.2 Core Activities Framework
  • 9.3 Case Studies: Core Activities
  • 9.4 A Running Score
  • References
  • 10 External Test
  • 10.1 Seek Confrontation
  • 10.2 Testing Is Applied Research
  • 10.3 Minimum of Five Checks in an External Test
  • 10.4 Case Studies: External Test
  • 10.5 Has Your Business Model Survived the Test?
  • References
  • Part III Result Stage
  • 11 Impact
  • 11.1 Speaking of Impact
  • 11.2 Quantifying Impact
  • 11.3 Case Studies: Impact
  • 11.4 Assessment and Impact Reporting
  • 11.5 Keep It Simple
  • References
  • 12 Value(s) Creation
  • 12.1 Everything Is a Transaction and Has Value
  • 12.2 Speaking of Transactions
  • Transactions and Externalities
  • Inclusivity and Hybridization
  • 12.3 Typology of Transactions and Revenue Models
  • To Have or Not to Have, That is the Question
  • 12.4 Bartering, Time Banks, and Hybrid Transactions
  • Bartering and Beyond
  • Hybrid Transactions
  • 12.5 What Is the Business Case of Your Business Model?
  • How Do You Shape Transactions in Your Business Model, and What Do You Exchange?
  • 12.6 Case Studies: Value(s) Creation
  • 12.7 Conclusion
  • References
  • 13 Alternative Routes
  • 13.1 Alternative Routes Through the BMT
  • 13.2 Idea-Driven
  • 13.3 Proposition-Driven
  • 13.4 Network-Driven
  • 13.5 Impact-Driven.
  • 13.6 Competence-Driven
  • 13.7 What Route Do You Take?
  • Using a Modified PDCA Cycle
  • 14 The Art of Doing
  • 14.1 From the BMT to a Working Business Model
  • 14.2 KipCaravan Project
  • Building Block #1-Motive and Context
  • Building Block #2-Dream
  • Building Block #3-Proposition
  • Building Block #4-Business Model Archetypes
  • Building Block #5-Parties
  • Building Block #6-Strategy
  • Building Block #7-Core Activities
  • Building Block #8-External Test
  • Building Block #9-Impact
  • Building Block #10-Value(s) Creation
  • 14.3 Sun at School NSV2 (Zon Op School NSV2) Project
  • Building Block #1-Motive and Context
  • Building Block #3-Proposition
  • Building Block #9-Impact
  • Building Block #5-Parties
  • Building Block #7-Core Activities
  • Building Block #6-Strategy
  • Building Block #4-Business Model Archetype
  • Building Block #2-Dream
  • Building Block #8-External Test
  • Building Block #10-Value(s) Creation
  • Building Block #9-(Second Iteration) Impact
  • Building Block #3-(Second Iteration) Proposition
  • 14.4 The Secret to Success
  • References
  • 15 Epilogue
  • 15.1 New Models of Organizing
  • 15.2 Change Is Always Challenging
  • 15.3 The Six Elements of a Successful Business Model
  • 15.4 Final Word
  • References
  • Appendix A: Quick Scan
  • Appendix B: Glossary
  • Ableism
  • Archetype (of a Business Model)
  • Big, Hairy, Audacious Goal (BHAG)
  • Business Model
  • Circularity (1)
  • Circularity (2)
  • Commons
  • Community
  • Context
  • Conversion
  • Core Activity
  • Corporate Social Responsibility (CSR)
  • Dream
  • Eco-efficiency and Eco-effectiveness
  • External Check
  • Externalizing
  • Future-Proof
  • Hybrid
  • Hybrid Transactions
  • Impact
  • Inclusion (1)
  • Inclusion (2)
  • Inclusion (3)
  • Indicators
  • Life Cycle Analysis
  • Loops (1)
  • Loops (2)
  • Model
  • Network
  • Parties
  • Platform
  • Sticky Problems
  • Strategy (1).
  • Strategy (2)
  • Substitution
  • Sustainability (1)
  • Sustainability (2)
  • Sustainability (3)
  • Sustainability (4)
  • Template
  • Transaction
  • Transition
  • Value Creation
  • Value(s) Creation
  • Value Proposition
  • Wicked Problems, a.k.a. Sticky Problems
  • References
  • Appendix C: Educational Assignments
  • Suggested Assignments for Building Block #1-Motive and Context
  • Suggested Assignments for Building Block #2-Dream
  • Suggested Assignments for Building Block #3-Proposition
  • Suggested Assignments for Building Block #4-Business Model Archetypes
  • Suggested Assignments for Building Block #5-Parties
  • Suggested Assignments for Building Block #6-Strategy
  • Suggested Assignments for Building Block #7-Core Activities
  • Suggested Assignments for Building Block #8-External Test
  • Suggested Assignments for Building Block #9-Impact
  • Suggested Assignments for Building Block #10-Value(s) Creation: Transaction Types
  • General Assignments
  • References
  • Appendix D: Sustainable Development Goals
  • Implementation of SDGs
  • Sources
  • Appendix E: Sustainability Tools
  • Measuring Impact (Impact Wizard)
  • CO2 Calculator
  • Futureproof Community
  • Appendix F: Templates
  • Index.

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