Business model innovation for sustainability: the role of stakeholder interaction and managerial cognitive change

Inge Oskam, Ard-Pieter de Man, Bart Bossink

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Abstract

Business model innovations emerge over time and are influenced by managerial interaction with stakeholders. Especially with regard to business model innovation for sustainability, manager-stakeholder interaction can radically change a company’s business model and underlying logic. However, the majority of the literature shows how manager–stakeholder interaction may limit business model innovation when stakeholders reinforce existing managerial cognitions. In this chapter we study how stakeholders can also stimulate business model innovation by affecting managerial cognitive change. Through three case studies, we find that this can occur through three shaping processes: market approach shaping, product/service offering shaping, and credibility shaping. We also find that the impact of new or latent stakeholders is greater than that of existing stakeholders. We end the chapter by sketching a research agenda to further unravel the role of stakeholders affecting managerial cognition around business model innovation for sustainability.
Original languageEnglish
Title of host publicationSustainable Innovation
Subtitle of host publicationstrategy, process, and impact
EditorsCosmina Lelia Voinea, Nadine Roijakkers, Ward Ooms
Place of PublicationAbingdon
PublisherRoutledge
Chapter2
Pages19-36
Edition1
ISBN (Electronic)9780429299506
ISBN (Print)9780367280734, 9780367693862
Publication statusPublished - 2021

Publication series

NameRoutledge Studies in Innovation, Organizations and Technology

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