Business model for integrated sustainable value creation: A supply chain perspective
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DOIhttp://dx.doi.org/10.21511/ppm.20(1).2022.09
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Article InfoVolume 20 2022, Issue #1, pp. 93-107
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In the context of globalization, the process of value creation is becoming more complex, exposed to greater risks for companies, partners, and customers. Moreover, modern digital technologies, such as the use of digital twin technology, can increase the use of geographically dispersed work teams and contribute to sustainable value creation in the future. However, the digital transition creates new organizational models and influences relationships in supply chains, thus affecting structural changes in business models.
Hence, the study aims to investigate, from the whole value chain perspective, how the next generation of digital services is affecting business value and changing the business model concept. In addition, this paper discusses the stakeholder and social responsibility value creation perspective on business model for integrated sustainable value creation.
To investigate this, it was decided to use a quantitative methodology in the form of questionnaires, which were distributed among different interested parties: two contractors, three suppliers, and an operator.
The results indicated that all respondents, such as an operator, shipping companies, and subsea service providers, are positive about future digital technologies, which should ensure environmental sustainability, improve human interaction and communication. At the same time, they emphasize the importance of integrated join work within the value creation element. Overall, all participants are interested in reducing costs, they expect initiatives from each other in offering sustainable and innovative solutions, and to achieve these, innovative cooperation is needed.
Acknowledgment
The study is supported by a grant from the Research Based Innovation “SFI Marine Operation in Virtual Environment (SFI-MOVE)” (Project no: 237929) in Norway.
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JEL Classification (Paper profile tab)M10, O14, Q55
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References35
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Tables5
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Figures4
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- Figure 1. Linking integrated sustainable value creation, CSR, and stakeholder perspectives
- Figure 2. Business model structural changes through the introduction of new ROV systems
- Figure 3. Policy instruments required to support the implementation of new ROV systems
- Figure 4. Future competence and skills needed to perform new remote operation activities
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- Table 1. Case description and collected data
- Table 2. Factors that have contributed to innovations in business models during the last years
- Table 3. SWOT analysis of the introduction of new ROVs systems (Suppliers’ view)
- Table 4. SWOT analysis of the introduction of new ROVs systems (Contractors’ view)
- Table 5. SWOT analysis of the introduction of new ROVs systems (Operator’s view)
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Value-centered entrepreneur role model design
Eduard Maltsev
doi: http://dx.doi.org/10.21511/ppm.16(2).2018.23
Problems and Perspectives in Management Volume 16, 2018 Issue #2 pp. 252-259 Views: 1217 Downloads: 193 TO CITE АНОТАЦІЯThe article is devoted to developing a change model for entrepreneurial roles that allows to create a conceptual design for the roles of an entrepreneur at different stages of business development. The article highlights four key stages in the business development life cycle. At each step, business focuses on a certain type of client and the value created for that client. The business focus requires an entrepreneur to concentrate on performance of a certain role. An analysis of the literature about role modelling is provided. The article considers entrepreneurs’ roles at different stages of business development. There are several methodological approaches applied in the article. The systems approach and systems thinking allow to describe a business as a whole. Conceptual modelling allows to deal with complexity of a real business. Design approach allows to implement conceptual models in practice of the real business. The article proposes a change model for entrepreneurial roles and the related roles composition at the different stages of business development life cycle. This article uses the conceptual model as an analytical tool to develop a change model for entrepreneurial roles. The further development of the research relates to research of sub-roles composition for different entrepreneurial roles and abilities, necessary to perform the sub-roles efficiently.
