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The Business Model for Sustainability from a System Dynamics Perspective

Haack, Julian LU and Mainz, Florian LU (2017) BUSN09 20171
Department of Business Administration
Abstract
Title: System Dynamics Perspective on the Business Model for Sustainability: A Multiple Case Study in the Architecture Industry

Purpose: The primary purpose of the study is to explain how the system dynamics between the Value Configuration, Partner Network, and Capabilities work in a Business Model for Sustainability of small and large architecture firms.

Methodology: We followed an abductive, qualitative research strategy with a multiple case study of ten participating firms. In two steps we analysed the firms. First, we categorised them alongside two dimensions, the degree of sustainability and the firm size, resulting in four quadrants. Second, we performed an in-depth analysis, using Causal Loop Diagrams for each firm of every... (More)
Title: System Dynamics Perspective on the Business Model for Sustainability: A Multiple Case Study in the Architecture Industry

Purpose: The primary purpose of the study is to explain how the system dynamics between the Value Configuration, Partner Network, and Capabilities work in a Business Model for Sustainability of small and large architecture firms.

Methodology: We followed an abductive, qualitative research strategy with a multiple case study of ten participating firms. In two steps we analysed the firms. First, we categorised them alongside two dimensions, the degree of sustainability and the firm size, resulting in four quadrants. Second, we performed an in-depth analysis, using Causal Loop Diagrams for each firm of every quadrant.

Theoretical Perspectives: The Business Model for Sustainability provides the foundation of the research. It explains the logic behind a firm that achieves economic value through environmental and social measures.

Empirical Foundation: We base our findings on ten architecture firms from Germany and Denmark and complement the findings with voices of experts from industry and academia.

Conclusion: The findings show that the Value Configuration, Partner Network, and Capabilities are working interdependently, whereas the Value Configuration acts as a connector between the other two. There are little differences in small and large firms in terms of their underlying dynamics. In order to design sustainably, architecture firms need to integrate their partner closely, build their brand rapidly, invest in their internal competences, and learn from partners. Because of the interdependency between the elements, each measure that the firm takes acts as a catalyst for the other. (Less)
Popular Abstract
Title: System Dynamics Perspective on the Business Model for Sustainability: A Multiple Case Study in the Architecture Industry

Purpose: The primary purpose of the study is to explain how the system dynamics between the Value Configuration, Partner Network, and Capabilities work in a Business Model for Sustainability of small and large architecture firms.

Methodology: We followed an abductive, qualitative research strategy with a multiple case study of ten participating firms. In two steps we analysed the firms. First, we categorised them alongside two dimensions, the degree of sustainability and the firm size, resulting in four quadrants. Second, we performed an in-depth analysis, using Causal Loop Diagrams for each firm of every... (More)
Title: System Dynamics Perspective on the Business Model for Sustainability: A Multiple Case Study in the Architecture Industry

Purpose: The primary purpose of the study is to explain how the system dynamics between the Value Configuration, Partner Network, and Capabilities work in a Business Model for Sustainability of small and large architecture firms.

Methodology: We followed an abductive, qualitative research strategy with a multiple case study of ten participating firms. In two steps we analysed the firms. First, we categorised them alongside two dimensions, the degree of sustainability and the firm size, resulting in four quadrants. Second, we performed an in-depth analysis, using Causal Loop Diagrams for each firm of every quadrant.

Theoretical Perspectives: The Business Model for Sustainability provides the foundation of the research. It explains the logic behind a firm that achieves economic value through environmental and social measures.

Empirical Foundation: We base our findings on ten architecture firms from Germany and Denmark and complement the findings with voices of experts from industry and academia.

Conclusion: The findings show that the Value Configuration, Partner Network, and Capabilities are working interdependently, whereas the Value Configuration acts as a connector between the other two. There are little differences in small and large firms in terms of their underlying dynamics. In order to design sustainably, architecture firms need to integrate their partner closely, build their brand rapidly, invest in their internal competences, and learn from partners. Because of the interdependency between the elements, each measure that the firm takes acts as a catalyst for the other. (Less)
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author
Haack, Julian LU and Mainz, Florian LU
supervisor
organization
alternative title
The Business Model for Sustainability from a System Dynamics Perspective
course
BUSN09 20171
year
type
H1 - Master's Degree (One Year)
subject
keywords
Business Model for Sustainability, System Dynamics, Value Configuration, Partner Network, Capabilities, Infrastructure Management, Sustainability, Strategic Management, Business Models, Construction Industry, Architecture Industry
language
English
id
8917666
date added to LUP
2017-06-27 10:47:07
date last changed
2017-06-27 10:47:07
@misc{8917666,
  abstract     = {Title: System Dynamics Perspective on the Business Model for Sustainability: A Multiple Case Study in the Architecture Industry

Purpose: The primary purpose of the study is to explain how the system dynamics between the Value Configuration, Partner Network, and Capabilities work in a Business Model for Sustainability of small and large architecture firms.

Methodology: We followed an abductive, qualitative research strategy with a multiple case study of ten participating firms. In two steps we analysed the firms. First, we categorised them alongside two dimensions, the degree of sustainability and the firm size, resulting in four quadrants. Second, we performed an in-depth analysis, using Causal Loop Diagrams for each firm of every quadrant.

Theoretical Perspectives: The Business Model for Sustainability provides the foundation of the research. It explains the logic behind a firm that achieves economic value through environmental and social measures.

Empirical Foundation: We base our findings on ten architecture firms from Germany and Denmark and complement the findings with voices of experts from industry and academia.

Conclusion: The findings show that the Value Configuration, Partner Network, and Capabilities are working interdependently, whereas the Value Configuration acts as a connector between the other two. There are little differences in small and large firms in terms of their underlying dynamics. In order to design sustainably, architecture firms need to integrate their partner closely, build their brand rapidly, invest in their internal competences, and learn from partners. Because of the interdependency between the elements, each measure that the firm takes acts as a catalyst for the other.},
  author       = {Haack, Julian and Mainz, Florian},
  keyword      = {Business Model for Sustainability,System Dynamics,Value Configuration,Partner Network,Capabilities,Infrastructure Management,Sustainability,Strategic Management,Business Models,Construction Industry,Architecture Industry},
  language     = {eng},
  note         = {Student Paper},
  title        = {The Business Model for Sustainability from a System Dynamics Perspective},
  year         = {2017},
}