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Facilitating business model innovation: The influence of sustainability and the mediating role of strategic orientations

dc.date.accessioned2021-05-25T11:43:37Z
dc.date.available2021-05-25T11:43:37Z
dc.date.issued2021-01-04
dc.identifierdoi:10.17170/kobra-202105183915
dc.identifier.urihttp://hdl.handle.net/123456789/12848
dc.description.sponsorshipGefördert im Rahmen des Projekts DEALger
dc.language.isoengeng
dc.rightsAttribution-NonCommercial-NoDerivatives 4.0 International*
dc.rights.urihttp://creativecommons.org/licenses/by-nc-nd/4.0/*
dc.subjectbusiness model innovationeng
dc.subjectentrepreneurial orientationeng
dc.subjectmarket orientationeng
dc.subjectstrategic orientationeng
dc.subjectsustainabilityeng
dc.subjecttechnology orientationeng
dc.subject.ddc330
dc.titleFacilitating business model innovation: The influence of sustainability and the mediating role of strategic orientationseng
dc.typeAufsatz
dcterms.abstractBusinesses increasingly incorporate the sustainability aspects into their products, services, and processes that drive innovation. While extant research on the linkage between sustainability and innovation has gained momentum over the past years, prior research has predominantly focused on sustainability's performance impacts (e.g., financially and environmentally) and product innovation outputs, neglecting the internal mechanisms that leverage sustainability. While findings from previous studies suggest that sustainability may drive business model innovation (BMI), it still lacks empirical evidence on whether and how sustainability may influence the evolvement of BMI. Relying on the stimulus‐organism‐response framework, we address these shortcomings and argue that sustainability commitment influences certain strategic orientations that increase the propensity of innovating a business model (BM). Using a sample of 167 German manufacturing firms, we empirically investigate these relationships. Our results from structural equation modeling show that the sustainability commitment has no direct effect on BMIs. Our mediation analysis does, however, reveal that sustainability commitment has complex indirect effects driving BMI through strategic orientations, namely the firm's market, technology, and entrepreneurial orientation. By uncovering the mechanisms through which sustainability commitment drives BMI, our findings provide new impetus on BMI’s internal drivers and highlight the important role of certain strategic behaviors that guide managers’ strategic choices when planning to innovate a BM. From a managerial perspective, our findings thus provide mangers with guidelines to achieve the right configuration of strategic orientations when responding to sustainability issues by innovating their current BM.eng
dcterms.accessRightsopen access
dcterms.creatorKlein, Sascha Pascal
dcterms.creatorSpieth, Patrick
dcterms.creatorHeidenreich, Sven
dc.relation.doidoi:10.1111/jpim.12563
dc.subject.swdGeschäftsmodellger
dc.subject.swdInnovationsmanagementger
dc.subject.swdUnternehmenger
dc.subject.swdStrategisches Managementger
dc.subject.swdTechnologieger
dc.subject.swdNachhaltigkeitger
dc.subject.swdStrukturgleichungsmodellger
dc.type.versionpublishedVersion
dcterms.source.identifiereissn:1540-5885
dcterms.source.issueIssue 2
dcterms.source.journalJournal of Product Innovation Management (JPIM)eng
dcterms.source.pageinfo271-288
dcterms.source.volumeVolume 38
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Attribution-NonCommercial-NoDerivatives 4.0 International
Except where otherwise noted, this item's license is described as Attribution-NonCommercial-NoDerivatives 4.0 International