The sustainability performances of sustainable business models
[EN] The literature on Sustainable Business Models (SBMs) has grown, identifying different archetypes to capture the variety of business models applied. Little is known, however, regarding to what extent such SBMs are effectively driving sustainable performance. This paper addresses this gap by expl...
| Autores: | , , |
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| Tipo de recurso: | artículo |
| Estado: | Versión aceptada para publicación |
| Fecha de publicación: | 2021 |
| País: | España |
| Institución: | Universidad de León |
| Repositorio: | BULERIA. Repositorio Institucional de la Universidad de León |
| OAI Identifier: | oai:buleria.unileon.es:10612/26337 |
| Acceso en línea: | https://www.sciencedirect.com/science/article/pii/S0959652621033321?via%3Dihub https://hdl.handle.net/10612/26337 |
| Access Level: | acceso abierto |
| Palabra clave: | Economía Empresas Sustainable business model B-Corp Sustainability performance Corporate social performance Triple Bottom Line |
| Sumario: | [EN] The literature on Sustainable Business Models (SBMs) has grown, identifying different archetypes to capture the variety of business models applied. Little is known, however, regarding to what extent such SBMs are effectively driving sustainable performance. This paper addresses this gap by exploring how SBMs relate to sustainability performance, considering both overall sustainable performance and the balance across the three dimensions – environmental, social, and economic (integrated performance). Based on original survey data on B Corps located in Italy, Spain and the United Kingdom, our findings suggest that the implementation of most SBMs results in the prioritization of one sustainability dimension over the others, especially when it comes to economically-oriented SBMs. Furthermore, our study suggests that none of the SBM archetypes considered is associated with a balanced sustainable performance, that is, none of them are inherently better able to overcome tensions across the Triple Bottom Line. |
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