Developing Sustainable Business Models: A Microfoundational Perspective
从微观基础视角，研究管理者认知、能力、行为及组织流程如何影响既有企业在其现有商业模式组合中新增可持续商业模式，基于挪威电信Telenor在孟加拉国推出数字健康服务的纵向案例提出框架。
Sustainable business models (SBMs) integrate economic with social and/or environmental value creation. Many relevant aspects of organizing for sustainable business model innovation (SBMI) have yet to be accounted for to understand how firms can add a new SBM to their already existing portfolio of business models. Specifically, how the development of a new SBM is influenced by managers’ cognitions, capabilities, behaviors, and interactions, and how the SBMI process can be supported by organizational processes and structures is less well understood. Taking a microfoundational approach, we identify the capabilities at the managerial and organizational level that enable established firms to add a new SBM to their business model portfolio. In a longitudinal study, we explore how Telenor, a multinational telecommunications company headquartered in Norway, introduced a new SBM targeted at providing digital health services in Bangladesh. We offer a framework that highlights key microfoundational elements supporting each of the phases in the SBMI process.