Công cụ ranh giới cho đổi mới mô hình kinh doanh bền vững đa bên liên quan

Myrthe Velter1,2, Verena Bitzer3,1, Nancy Bocken1,4
1Maastricht Sustainability Institute, Maastricht University, Maastricht, The Netherlands
2Fontys Centre of Expertise on Circular Transitions, Fontys University of Applied Sciences, Eindhoven, The Netherlands
3KIT Royal Tropical Institute, Amsterdam, The Netherlands
4International Institute for Industrial Environmental Economics (IIIEE), Lund University, Lund, Sweden

Tóm tắt

Tóm tắt

Đổi mới mô hình kinh doanh bền vững không thể đạt được tiềm năng bền vững đầy đủ nếu không coi trọng tầm quan trọng của sự đồng thuận giữa nhiều bên liên quan. Nhiều nghiên cứu nhấn mạnh nhu cầu hợp tác giữa các bên liên quan để thúc đẩy đổi mới mô hình kinh doanh bền vững, nhưng chỉ một vài nghiên cứu cung cấp hướng dẫn cho các công ty trong việc tham gia vào quá trình hợp tác này. Dựa trên khái niệm công việc biên giới, nghiên cứu này trình bày một công cụ quy trình đã được thử nghiệm giúp các công ty tham gia với nhiều bên liên quan để đổi mới các mô hình kinh doanh bền vững. Công cụ này được phát triển qua ba giai đoạn lặp đi lặp lại, bao gồm việc thử nghiệm và đánh giá với 74 người tham gia trong sáu trường hợp đổi mới mô hình kinh doanh bền vững. Công cụ quy trình cuối cùng gồm năm bước nhằm tạo điều kiện cho sự đồng thuận đa bên liên quan trong đổi mới mô hình kinh doanh bền vững: (1) xác định một tham vọng tập thể, (2) lập bản đồ và thương lượng về những ranh giới tổ chức thay đổi, (3) khám phá cơ hội và căng thẳng trong việc làm đồng thuận các bên liên quan, (4) xác định các can thiệp đầu tiên và (5) phát triển một đề xuất hợp tác. Chúng tôi nhận thấy rằng công cụ này cho phép thảo luận và thương lượng về những chủ đề nhạy cảm, chẳng hạn như tái cấu trúc quyền lực và trách nhiệm lẫn nhau để giúp các bên liên quan đồng thuận. Đối với các công ty, công cụ biên giới làm phong phú hóa đổi mới mô hình kinh doanh bền vững bằng cách cung cấp hướng dẫn trong quá trình thiết kế lại hệ thống đa bên liên quan của họ, đánh giá ranh giới tổ chức của chính họ, khám phá, thương lượng và ưu tiên các hành động chiến lược dựa trên những thay đổi ranh giới tổ chức và khởi động các quan hệ đối tác mới.

Từ khóa


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