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adapted from Lindgren [10]](publication/355584475/figure/fig4/AS:1083033549578244@1635226728949/A-four-dimensional-GMBMI-measurement-framework-adapted-from-Lindgren-10_Q320.jpg)
Ever since the branching of the sustainable and circular literature on business models of the late 2000s and early 2010´s, academia´s, businesses and societies have been experimenting with how to measure green business models. Green Business Model design—creating, capturing, delivering, receiving and consuming TO BE Business Models, Business Model...
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... The regulations also encompass aspects such as energy and water consumption, the type of energy utilized, greenhouse gas emissions, waste management, material and resource usage, material recycling, collaboration types, and the latest fulfilment of the United Nations' 17 Sustainable Development Goals. Today, many businesses are motivated by both society and stakeholders to design, restructure, and enhance green business models (Lindgren et al., 2021). There will always be components, dimensions, business models, business model portfolios, businesses, business model ecosystems, and business model innovation processes that can be innovated to be greener (Lindgren, 2020). ...
This book contains the proceedings of the 21st International Conference on Smart Business Technologies
(ICSBT 2024). This year, ICSBT is held in collaboration with the ESEO, which hosts this event in Dijon,
France, on July 9-11, 2024. It was sponsored by the Institute for Systems and Technologies of Information,
Control and Communication (INSTICC). ICSBT 2024 was also organized in cooperation with the ACM
Special Interest Group on Management Information Systems.
The International Conference on Smart Business Technologies (formerly known as ICE-B - International
Conference on e-Business), aims at bringing together researchers and practitioners who work on e-Business
technology and its applications. The scope of the conference covers low-level technological issues, such
as technology platforms, internet of things, artificial intelligence, data science and web services, but also
higher-level issues, such as business processes, business intelligence, digital twins, value setting and business
strategy. Furthermore, it covers different research approaches (like qualitative cases, experiments,
forecasts, and simulations) to address these issues and different possible application domains (like manufacturing,
service management and trade systems) with their own specific needs and requirements. We
invite both more academic and practical oriented submissions, but we are especially interested in academic
research with a potential practical impact and practical research papers with theoretical implications.
ICSBT 2024 received 27 paper submissions from 13 countries of which 14.8% were accepted and published
as full papers. A double-blind paper review was performed for each submission by at least 2 but usually 3
or more members of the International Program Committee, which is composed of established researchers
and domain experts.
The high quality of the ICSBT 2024 program is enhanced by the keynote lecture delivered by distinguished
speakers who are renowned experts in their fields: Samuel Fosso Wamba (Toulouse Business School,
France) and Sukhpal Singh Gill (Queen Many University of London, United Kingdom).
All presented papers will be available at the SCITEPRESS Digital Library and will be submitted for evaluation
for indexing by SCOPUS, Google Scholar, The DBLP Computer Science Bibliography, Semantic
Scholar, Engineering Index and Web of Science / Conference Proceedings Citation Index.
As recognition for the best contributions, several awards based on the combined marks of paper reviewing,
as assessed by the Program Committee, and the quality of the presentation, as assessed by session chairs at
the conference venue, are conferred at the closing session of the conference.
Authors of selected papers will be invited to submit extended versions for inclusion in a forthcoming book
of ICSBT Selected Papers to be published by Springer, as part of the CCIS Series. Some papers will also
be selected for publication of extended and revised versions in the special issue of the Socio-Economic
Planning Sciences and IMA Journal of Management Mathematics.
The program for this conference required the dedicated effort of many people. Firstly, we must thank
the authors, whose research efforts are herewith recorded. Next, we thank the members of the Program
Committee and the auxiliary reviewers for their diligent and professional reviewing. We would also like to
deeply thank the invited speakers for their invaluable contribution and for taking the time to prepare their
talks. Finally, a word of appreciation for the hard work of the INSTICC team; organizing a conference of
this level is a task that can only be achieved by the collaborative effort of a dedicated and highly competent
team.
We wish you all an exciting and inspiring conference. We hope to have contributed to the development of
our research community, and we look forward to having additional research results presented at the next
edition of ICSBT, details of which are available at https://icsbt.scitevents.org.
... The Global Society therefore pushes businesses to focus more on Green, GBMI, Green Business Model (GBM) -and Green BM Competence Innovation and Development [10]. The different nations change and tightens continuously the ruleset of different business model ecosystems (BMES) (Lindgren 2016) [11] and announce new and more restrictive rulesets (EU taxonomy 2021) [10] to "force" and "motivate" businessses to become more green (EU Greendeal 2019 [8]; (Greenlab 2022) [12]; Greenlab [13] (SETII 2022) [14]; (Greenbizz 2022) [15]; (Climatorium 2022) [16]; (Circuit 2022) [17]; EU CoE Transmission 2021) [18], sustainable (19) and circular (20). ...
... BM competences, (Prahalad 1997) [23] (Lindgren 2018) [24] have been proposed to consist of Technology, Human Resource, Organisational System and Culture. Technology has in the GBMI context according to research (Lindgren 2021) [11] been the BM Competence Component most in focus in SME's. However, as more and more businesses face a "Greenwall" (Sarker 2022) [25] they have now begun to turn to other components of their BM Competences -Human Resource, Organisational System and Culture. ...
... BM competences, (Prahalad 1997) [23] (Lindgren 2018) [24] have been proposed to consist of Technology, Human Resource, Organisational System and Culture. Technology has in the GBMI context according to research (Lindgren 2021) [11] been the BM Competence Component most in focus in SME's. However, as more and more businesses face a "Greenwall" (Sarker 2022) [25] they have now begun to turn to other components of their BM Competences -Human Resource, Organisational System and Culture. ...
Increased focus and vision on faster circular green and sustainable transformation in businesses and research have now turned out to be highly linked to also the social and the competence dimension of “the triple bottom line” approach and measurements. The social economic part of the triple bottom line approach has shown to be increasingly important, but very challenging to operate under the existing Privacy and GDPR regulations. To fulfil and measure how green the human, organizational systems and culture competence components actually are in business models today is not that much investigated. Focus has more been on “greening” the technology part of the competence components but now a number of advanced technologies seems promising to help measure green competences. It opens up for measuring circular, green and sustainable business model competences in some new and more advanced ways, but it could potentially result in the business do not comply with Privacy and GDPR regulations. Ever since the branching of the scholarly literature on competences of the early 1960’s businesses have constantly being experimenting with business model competence design, reengineering, development and measuring. Creating Green Business Model (GBM’s) competences is no exception. Designing TO BE GBM’s and reconfiguration of AS IS BM’s to become GBM’s and later develop these is in focus – but until now the main focus has been on greening technologies. Very few knows how to “greening” and measure green related to human competences, organizational systems and culture. GBM competence reconfiguration has also mainly focused on changing or reconfiguring AS IS Business Models technology competences. More and more businesses have realised that investing in new technologies or changing existing technologies are not enough to reach the vision and goals of green transformation. Technologies alone cannot release the full potential and requests of green transformation – reduce the use of material and resources, reduce the waste and spill, reduce the pollution including Co2 and increase biodiversity. The Business will simply not by technologies alone be able “to climb” and “pass” “the Green Wall” without innovating, developing the BM competences – HR, Organizational systems and Culture into becoming greener and thereby support green transformation in the businesses. Reconfiguring AS IS business model competences to become greener is complex and calls for new and advanced approaches that challenge classical BM competence frameworks and understanding. Green Parameters and Profit are no longer the main focus in GBMI and changing some BM dimensions and components – or even adding new business model dimensions to the BM is neither enough. If business want to remain competitive, efficient and at the same time green, it requires a different GBMI approach and mindset – including measuring BM Competences. This challenges the compliance of Privacy and GDPR related to both businesses and research. The request for circularity and sustainability just adds to the complexity of measuring. We offer a review of three Privacy and GDPR GBMI compliance cases and challenges in three different businesses with the aim of achieving greater understanding of Privacy and GDPR challenges both for businesses and researchers. We identify issues behind the apparent challenges of Privacy and GDPR in GBMI and discuss how strategic GBMI can contribute to further research on Privacy and GDPR in different fields of Green Business Modelling, offering future research directions of Privacy and GDPR.
... Green BMI and eco-innovation were identified as CBM innovation processes. Lindgren et al. [54] identified two sets of characteristics for Green Business Models, which concentrate on environmental consequences and business efficiency, covering green elements (such as excess energy and waste management) and economic factors (such as turnover and expenses). Popa & Popa [55] identified that CE works as a source of knowledge management in the workplace for business process modeling and analysis. ...
The circular business model (CBM) concepts are vast, interconnected, and emerging.
Research to date has been somewhat fragmented, and there would be value in focusing on the
systemic identification of the connectivity of the topics around CBM. Furthermore, the business
model innovation (BMI) process and business model implementation were identified as two separate spectra of research that should be seen collectively and added to the literature. This article
reviewed 256 articles (solely focusing on “CBM frameworks”) published between 2007 and mid 2022, collected from the Scopus database, and analyzed using the content analysis method to
identify the research gap/s. Results showed that under circular business model innovation
(CBMI), the innovation process and their associated process modeling, archetypes, tools, experimentation, digitalization, and innovation via the inclusion of circular economy (CE) principles
and sustainability in BMI were highlighted. From the CBM adoption/implementation perspectives, business ecosystem, technological innovation, product lifecycle management, CBM value
dimensions (e.g., value proposition, value creation, and delivery), organizational capabilities, and
dynamics were investigated. Topics around sustainability and circularity principles, strategies
and organizational performance, CBM value streams, digitalization, and product-service systems
were topical issues of the circular supply chain (CSC). A conceptual framework for gaining circular competencies integrating all elemental issues throughout the CBM development process
(e.g., innovation, adoption within CSC) has been progressed. Based on the review, this article
defined a circular business model as a business model that fundamentally applies one or more of the principles of CE at various product/service/material lifecycle stages, for which sustainability-focused technological innovation,
collaboration among business ecosystem partners, and enhanced dynamic capabilities of any organization are prerequisites. Several research gaps were identified with potential avenues for future research directions, which will be helpful for policymakers, business organizations, and researchers.
... Within human capital, management plays a key role since the new managerial approaches adopted by an organization-wide sensitivity to the natural environment generate important competitive gains (Perrini & Vurro, 2010). The increasing effects of climate change and the growing attention to the role of the business in the society push the firms to face a "Transformative Development" (Brondoni & Ricotti, 2022) involving a switch towards green business models (Sommer, 2012;Lindgren et al., 2021;Bigliardi & Filippelli, 2021) with innovations that combine the firm's strategy with environmental value creation (Hart & Milstein, 2003;Pavez et al., 2021). Namely, to obtain the greatest benefits through the best management system from their environmental investments (Janahi et al., 2021). ...
We empirically investigate the simultaneous relationship between the various types of intangible assets and their effects on eco-innovation adoption through a sample of Italian manufacturing firms.
The results highlight a positive influence of the intangibles on the likelihood to invest in eco-innovation. We observe, when focusing on the human capital, that while investments in only employee training only directly affect eco-innovation, the investments in management training for new business models indirectly influence eco-innovations by triggering the other intangible assets (R&D and intellectual property, Organizational capital, Open innovation).
... The further in time we go, the business model is specialized towards technological approaches and completing goal towards sustainability. Because of this we have added additional components to our model (Peter Lindgren et al., 2021;Euchner, 2022). There is a great variety of opinions of the authors about the design of business models -the number of elements and the components themselves. ...
Koteva, N., Mihailova, M. & Yovchevska, P. (2022). Business model for cooperation between agricultural holdings and scientific institutes-methodological aspects. Bulg. J. Agric. Sci., 28 (3), 376-386 In modern conditions a new type of business plan is necessary to accommodate all of the factors and a defined aim is the first part of understanding the agricultural holdings needs. Based on a critical review of the concept of business models in the method of the aspect developed a model for cooperation between science and business, which includes units in the chain of research institutes-companies offering names-manufacturers consumers , the main focus is on production, where the effects of agricultural holdings. The following methods are used in the development and implementation of the model: analysis of causal relationships, descriptive analysis, comparative analysis, constructive calculation method, expert evaluation, survey method, in-depth study, partial replacement budget, profit matrix and others. This business model combines 10 components in its framework and has the aim to foster and evaluate cooperation between agricultural holdings and scientific institutes. As a result of the changing nature of competition, new approaches based on innovation must be implemented.
