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Sustainability
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Business Models and Sustainable Development Goals
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Business Models and Sustainable Development Goals

A special issue of Sustainability (ISSN 2071-1050). This special issue belongs to the section "Economic and Business Aspects of Sustainability".

Deadline for manuscript submissions: closed (31 December 2021) | Viewed by 41190

Printed Edition Available!
A printed edition of this Special Issue is available here.

Special Issue Editor

Dr. Prescott C. Ensign

E-Mail Website
Guest Editor
Lazaridis School of Business and Economics, Wilfrid Laurier University, Waterloo, Ontario N2L 3C5, Canada
Interests: strategic management; public policy; economic development; northern/arctic/peripheral communities; social enterprises; community resources/ecosystems; entrepreneurship/innovation

Special Issue Information

Dear Colleagues,

This Special Issue will focus on research examining the application of various business models to support sustainable development goals (SDGs). A business model is the engine that powers an organization. It demonstrates the “value proposition of the venture, how it balances resources with the ecosystem in which it operates, and how it generates cash flow”. It defines every organization from start-ups, small and medium size enterprises, multinationals, social enterprises, hybrids, cooperatives, and non-profits to NGOs and government agencies. Changes to an organization’s business model are recognized as a fundamental approach to implement innovations for sustainability.

The 2015 United Nations Sustainable Development Goals provide a framework for organizations that seek to embed or transition to a sustainable business model. As Richard Mattison, CEO of S&P’s Trucost, suggests that these sustainable development goals provide a critical context to measure an organization’s “progress on the globally relevant set of ESG considerations adopted by 178 countries”. Their findings indicate that “the majority of companies do not report on their progress against the SDGs and if they do there is an emphasis on only positive impacts”. There is a limited emphasis on the negative impacts (risks) that can occur when issues of sustainability are ignored. Globally, society is expecting the public and private sectors to adopt sustainable practices and lead in addressing critical environmental, social, and governance (ESG) issues. The focus of this Special Issue is to provide a platform for theory-based research, conceptualization, and case studies in order to broaden and accelerate our understanding of innovative sustainable business models and sustainable development goals. We encourage submissions by academics and practitioners that examine the application of innovative business models designed to promote sustainable development by organizations.

This Special Issue will address the domain of business model alignment with sustainable development goals. This includes an examination of the internal and external challenges faced in this process. Submissions are welcomed that examine this domain from theoretical perspectives, consolidate existing theories and/or test methodologies that contribute to this field of knowledge. This can include conceptual and empirical studies using quantitative or qualitative analysis, studies with a special interest on using different levels and units of analysis, and specific case studies of organizations that have focused on specific area(s) or ways to promote sustainability (e.g. environmental, health, natural resources, or climate change issues). Topics for contributions might look at organizational efforts/examples such as:

  • Business models for meeting the sustainable development goals of a community.
  • Evolution/transformation of a business model from traditional business models to business models for sustainability.
  • Implementation of sustainable business model innovations on firm performance.
  • Comparative studies of business models for sustainability used by regional firms with similar products or services.
  • Cross-cultural/national studies of business models for sustainability used by firms with similar products or services.
  • Entrepreneur/manager led sustainable business model innovation.
  • Public policy driven sustainable business model innovation.
  • Business models with a singular focus on economic growth (shareholders) to sustainability (multiple goals/stakeholders).
  • Partnerships with public sector organizations for community-wide sustainable impact.
  • Examination/case studies of success/failure in implementing a sustainable business model.
  • Thought-provoking agendas for sustainable business model applications.

References

https://www.prnewswire.com/news-releases/company-reporting-of-un-sustainable-development-goals-fails to-align-with-highest-levels-of-exposure-according-to-sp-globals-trucost-301012722.html (accessed 27 February 2020).

Dr. Prescott C. Ensign
Guest Editor

Manuscript Submission Information

Manuscripts should be submitted online at www.mdpi.com by registering and logging in to this website. Once you are registered, click here to go to the submission form. Manuscripts can be submitted until the deadline. All submissions that pass pre-check are peer-reviewed. Accepted papers will be published continuously in the journal (as soon as accepted) and will be listed together on the special issue website. Research articles, review articles as well as short communications are invited. For planned papers, a title and short abstract (about 100 words) can be sent to the Editorial Office for announcement on this website.

Submitted manuscripts should not have been published previously, nor be under consideration for publication elsewhere (except conference proceedings papers). All manuscripts are thoroughly refereed through a single-blind peer-review process. A guide for authors and other relevant information for submission of manuscripts is available on the Instructions for Authors page. Sustainability is an international peer-reviewed open access semimonthly journal published by MDPI.

Please visit the Instructions for Authors page before submitting a manuscript. The Article Processing Charge (APC) for publication in this open access journal is 2400 CHF (Swiss Francs). Submitted papers should be well formatted and use good English. Authors may use MDPI's English editing service prior to publication or during author revisions.

Keywords

  • business model
  • sustainability
  • sustainable business models
  • business models for sustainability
  • sustainable development goals
  • United Nations Sustainable Development Goals
  • environmental, social, and governance goals

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Published Papers (6 papers)

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Editorial

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5 pages, 188 KiB  
Editorial
Business Models and Sustainable Development Goals
by Prescott C. Ensign
Sustainability 2022, 14(5), 2558; https://doi.org/10.3390/su14052558 - 23 Feb 2022
Cited by 11 | Viewed by 3938
Abstract
In 2015, all 193 member countries of the United Nations adopted the 2030 Agenda for Sustainable Development. It includes 17 Sustainable Development Goals (SDGs). Building on the principle of “leaving no one behind,” it emphasizes a holistic approach to achieving sustainable development [1]. [...] Read more.
In 2015, all 193 member countries of the United Nations adopted the 2030 Agenda for Sustainable Development. It includes 17 Sustainable Development Goals (SDGs). Building on the principle of “leaving no one behind,” it emphasizes a holistic approach to achieving sustainable development [1]. The 2020 environmental, social and governance (ESG) scoring and reporting document from the Organization for Economic Co-operation and Development (OECD) notes that sustainability investing has grown, primarily due to the number of funds and investors that have added ESG approaches to their overall agenda. Corporations, central banks and the public sector are placing a new emphasis on a greener environment and low-carbon economy [2]. The 2020s was to be a decade of action but progress has been slow, stalled or reversed in meeting the 17 SDG targets [3]. OECD’s quantitative analysis provides an indication of the progress made and challenges still ahead with regard to sustainable development. The wide variety of metrics, methodologies, and approaches indicate a high number of disparate outcomes that are open to interpretation [4]. Full article
(This article belongs to the Special Issue Business Models and Sustainable Development Goals)

Research

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19 pages, 326 KiB  
Article
The Role of Incumbent Actors in Sustainability Transitions: A Case of LITHUANIA
by Joana Ramanauskaitė
Sustainability 2021, 13(22), 12877; https://doi.org/10.3390/su132212877 - 21 Nov 2021
Cited by 2 | Viewed by 3678
Abstract
To explore what roles incumbent actors take in sustainability transitions, this paper investigates the current situation in the scientific literature, which reveals a shift from opponents to promoters and the case of a post-Soviet transitioning economy that is exemplified by examining five sustainability-oriented [...] Read more.
To explore what roles incumbent actors take in sustainability transitions, this paper investigates the current situation in the scientific literature, which reveals a shift from opponents to promoters and the case of a post-Soviet transitioning economy that is exemplified by examining five sustainability-oriented incumbent actors in Lithuania. A single case study design is selected as a methodological approach, illustrated by empirical data from interviews and secondary sources (corporate websites and sustainability reports). These examples provide insights on the initiatives the organisations that are already interested in sustainability take to promote sustainability ideas and be active members of the transition themselves, supporting the contemporary view of incumbents as agents of sustainable transitions. Full article
(This article belongs to the Special Issue Business Models and Sustainable Development Goals)
31 pages, 373 KiB  
Article
Decisions by Key Office Building Stakeholders to Build or Retrofit Green in Toronto’s Urban Core
by Prescott C. Ensign, Shawn Roy and Tom Brzustowski
Sustainability 2021, 13(12), 6969; https://doi.org/10.3390/su13126969 - 21 Jun 2021
Cited by 6 | Viewed by 2835
Abstract
The environmental impact of greenhouse gas emissions from buildings—especially in global cities such as Toronto—is well documented. Green mitigation of new and existing buildings has also been researched. Few studies, however, have focused on the decision to build or retrofit green. Are key [...] Read more.
The environmental impact of greenhouse gas emissions from buildings—especially in global cities such as Toronto—is well documented. Green mitigation of new and existing buildings has also been researched. Few studies, however, have focused on the decision to build or retrofit green. Are key stakeholders in Toronto’s office building sector aligning their decisions to achieve sustainable environmental goals? Do they support LEED certification regardless of the impact on market valuation? Are tenants willing to pay higher rents in LEED office buildings? The study first obtained data on 16 LEED and 52 conventional buildings to determine if LEED certification has a significant impact on net asking rent. Pearson correlation and linear regression analysis did not find LEED certification to be statistically significant in explaining the variance in net asking rent (market value). The second stage included interviews with senior executives engaged in Toronto’s office building sector. The expert informtabants were asked to assess if financial drivers are the deciding factor in decisions to pursue LEED certification. They concurred that LEED certification is not the primary driver. It is a combination of numerous factors that overall have an impact on a firm’s financial bottom line. Full article
(This article belongs to the Special Issue Business Models and Sustainable Development Goals)
22 pages, 7843 KiB  
Article
Materiality Matrix Use in Aligning and Determining a Firm’s Sustainable Business Model Archetype and Triple Bottom Line Impact on Stakeholders
by Valeska V. Geldres-Weiss, Nicolás Gambetta, Nathaniel P. Massa and Skania L. Geldres-Weiss
Sustainability 2021, 13(3), 1065; https://doi.org/10.3390/su13031065 - 20 Jan 2021
Cited by 19 | Viewed by 9981
Abstract
The materiality matrix is a tool that helps companies understand how the stakeholders’ view of material issues in environmental, social, and economic/governance dimensions influences their value creation process, and creates triple bottom line impacts through shaping their strategic business model elements. Building on [...] Read more.
The materiality matrix is a tool that helps companies understand how the stakeholders’ view of material issues in environmental, social, and economic/governance dimensions influences their value creation process, and creates triple bottom line impacts through shaping their strategic business model elements. Building on the multidimensional definition of materiality, we propose to use the materiality matrix as a tool to aid the transformation of a company’s existing traditional business model into a more sustainable one (inside-out approach), and to enable the identification of the most appropriate business model archetype to incorporate innovation into its sustainable business model (outside-in approach). This paper presents the materiality matrix as a new tool to enhance and transpose a company’s business model towards sustainability—as illustrated through the analysis of the Viña Concha y Toro business model case. This new tool contributes to sustainable business model literature and stakeholder theory by incorporating the materiality matrix as a gateway to business model innovation, and as a tool to explain the dynamics in the sustainable value creation process and concomitant impact on stakeholders. Full article
(This article belongs to the Special Issue Business Models and Sustainable Development Goals)
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24 pages, 7796 KiB  
Article
Development of a New Business Model to Measure Organizational and Project-Level SDG Impact—Case Study of a Water Utility Company
by Paul Mansell, Simon P. Philbin and Tim Broyd
Sustainability 2020, 12(16), 6413; https://doi.org/10.3390/su12166413 - 10 Aug 2020
Cited by 18 | Viewed by 9677
Abstract
Achievement of the United Nations’ 2030 Global Goals for Sustainability is of paramount importance. However, for engineers and project managers to take meaningful action, they need the practical tools, processes and leadership to turn grand rhetoric into viable engineering solutions. Linking infrastructure project [...] Read more.
Achievement of the United Nations’ 2030 Global Goals for Sustainability is of paramount importance. However, for engineers and project managers to take meaningful action, they need the practical tools, processes and leadership to turn grand rhetoric into viable engineering solutions. Linking infrastructure project sustainability performance to sustainable development goals (SDG) targets is problematic. This article builds on the previous development of an innovative infrastructure business model, called the “Infrastructure SDG Impact-Value Chain” (IVC) to link local-level project delivery with global-level SDG impacts. It uses a case study of a water utility company to demonstrate how the IVC business model can integrate the “triple bottom line” to ensure the balanced definition of success across economic, environmental and social thematic areas. The results led to a proposed methodology for business leaders to align stakeholders on a common definition of project success during the design phase. The study includes the selection of longer-term outcomes and strategic SDG impacts, which, it is suggested, are improved definitions of project success. Although the findings that are from a single case study cannot automatically be extended to the entire water industry, the study’s methodology has potential to be used to evaluate multiple projects across different sectors. The practical application is significant since it offers the flexibility to be used at both project and portfolio levels, thereby linking tactical delivery to organisational SDG impacts and leading to improved investment decisions with increased likelihood of success in achieving the SDG 2030 targets. Full article
(This article belongs to the Special Issue Business Models and Sustainable Development Goals)
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Review

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24 pages, 2469 KiB  
Review
Information Technology for Business Sustainability: A Literature Review with Automated Content Analysis
by Doroteja Vidmar, Marjeta Marolt and Andreja Pucihar
Sustainability 2021, 13(3), 1192; https://doi.org/10.3390/su13031192 - 23 Jan 2021
Cited by 22 | Viewed by 7932
Abstract
An extremely dynamic and fast-moving environment is pushing enterprises to continuous innovation and change. Managing sustainability in a digitalized environment seems to be of central importance for policy makers, as information technologies (IT), in combination with sustainability objectives, offer a wide range of [...] Read more.
An extremely dynamic and fast-moving environment is pushing enterprises to continuous innovation and change. Managing sustainability in a digitalized environment seems to be of central importance for policy makers, as information technologies (IT), in combination with sustainability objectives, offer a wide range of opportunities for positive change. Through a systematic literature review and the application of automated content analysis, this study aims to provide insights into the latest research in the interdisciplinary field of sustainable business models and information systems. The results of the analysis, combined with a researcher’s perspective, suggest that IT, which can be used to achieve sustainability objectives, are already in place and have an infinite number of potential implications in the future. The results suggest that positive economic, social, and environmental changes can be achieved by using IT as long as they are used to identify unsustainable actions and enable positive change. The analysis of research trends revealed a discrepancy between the research in the European Union and the rest of the world and pointed to several avenues for future research. Full article
(This article belongs to the Special Issue Business Models and Sustainable Development Goals)
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