Fundación Inteligentemente Feliz (Foundation Intelligently Happy) was established in 2017 with the aim of providing assistance to post-war victims in Colombia. The Foundation created a health services program titled 21 Days of Change (21 dias de cambio) that offers psychological assistance to victims and provides them with an app or a notebook with a printed guide. Currently, the Foundation’s main customers are Columbian government offices that support mental health services for around 3,000 women living in rural areas of Colombia. The case focuses on the process of establishing the company and its business model. More specifically, it illustrates how the founders are using the lean start-up approach and its methods to better understand the needs of user groups and align to the Foundation’s mission and goals. The case also illustrates how the activities of this social enterprise are aligned with the United Nations Sustainable Development Goals (SDGs).

GodEl is a Swedish electricity retailer owned by a non-profit foundation that provides 100 percent renewable and environmentally certified electricity to its customers. Established in 2005 GodEl, has no private profit motive and it donates its revenues to non-governmental organizations. This case shows the role of social enterprises and business model innovation over time, driven by sustainability issues. The case further illustrates practices that lead to changes in the dominant business model of an industry while providing background on the Scandinavian electricity retail market.

Farm-based biogas production is a promising renewable energy technology with the potential for creating sustainable economic, environmental, and social value. However, Swedish farmers engaged in this activity struggle to turn a profit because of high-investment costs and severe price competition with fossil fuels. One way to address this situation is to re-organize the activity by innovating the business model (BM) towards sustainability. In this study, a team of researchers took an action research approach that proposed solutions for the financial difficulties at a farm cooperative that intended to develop its farm-based biogas production. Two participatory workshops (including researchers, producers, students, and consultants) were conducted using the sustainable business-modelling tool called the Flourishing Business Canvas (FBC). Based on the 215 ideas developed in the workshops, five sustainable BM prototypes were created. These five prototypes form the basis of an approach for initiating the development of a network-level BM for sustainability that highlights its superiority over a single-firm BM. The network-level BM’s main advantage in the farm-based biogas context is its strong focus on stakeholder collaboration that supports the development of a stakeholder business case for sustainability. Overall, this study highlights the usefulness of the network concept in the practice of sustainable BM development. Collaborative business modelling for developing network-level BMs that address environmental and social problems for and with stakeholders can be an effective way to increase long-term financial profit and promote the growth of a firm, a network, or an industry. © 2018 The Author(s)

This article seeks to answer the question of how value proposition is created using a human- centred approach in the context of deservitization, in general, and service dilution, in particular. The article aims to describe the journey of a company which undertook service dilution and used human- centred design to create a new product- oriented value proposition. The study adopted a research through design approach in conjunction with a single case study of an engineering and manufacturing services provider that recently initiated a service dilution process. Within the framework of university- business collaboration, a design project was developed. The main insights of the study pertain to the role of human- centred design as a way of learning and surpassing the pure exploitation of existing capabilities during the service dilution process. Learning by design is also seen as a potential alternative learning process that fuels exploration during the service dilution process.

This article seeks to answer the question of how value proposition is created using a human-centred approach in the context of deservitization, in general, and service dilution, in particular. The article aims to describe the journey of a company which undertook service dilution and used human-centred design to create a new product-oriented value proposition. The study adopted a research through design approach in conjunction with a single case study of an engineering and manufacturing services provider that recently initiated a service dilution process. Within the framework of university-business collaboration, a design project was developed. The main insights of the study pertain to the role of human-centred design as a way of learning and surpassing the pure exploitation of existing capabilities during the service dilution process. Learning by design is also seen as a potential alternative learning process that fuels exploration during the service dilution process.

The importance of business model innovation (BMI) is widely recognized. BMI is especially important in the agri-food industry that faces enormous challenges as the demand for food increases worldwide. Much of the BMI research focuses on the technology and biomedical industries. Far less attention has been paid to the agri-food industry. This article is a systematic literature review of the BMI research in the agri-food industry. The article’s aim is to identify and categorize various barriers to BMI as described in the literature (in English) published in peer-reviewed journals between 1990 and 2014. The findings show a fairly even distribution among external and internal BMI barriers. Because the main barrier is the mind-set that is resistant to change, it is recommended the researchers and practitioners should focus more on the cognitive barriers to BMI in the agri-food industry.

In recent years in Sweden, interest has grown concerning the possibilities of biogas production from organic waste. This interest reflects a general concern over environmental sustainability in society. However, given the lack of financial backing and the competition of other energy producers, few Swedish biogas plants have been profitable. This is particularly the situation with farm-based biogas producers. One response to this problem in the farm-based biogas industry is to engage in business model innovation that can lead to new ways of organizing business structures and activities. This qualitative study, which takes an action research approach, explores the early phases (initiation and ideation) of the business model innovation process for sustainability at a biogas-producing farm cooperative in southern Sweden. The main activities and the actors who are central to the execution of these activities are identified in six sub-phases. The paper describes two Flourishing Business Canvas workshops in which the participants were the researchers, members of the farm cooperative, external consultants, and university students. This study contributes theoretically to the literature with its detailed examination of the early phases of the business model innovation process for sustainability. It also contributes to practice with its conceptual model that demonstrates how biogas producers and farm managers can innovate and transform their current business models towards sustainability in order to improve competitiveness and long-term profitability. (C) 2017 Elsevier Ltd. All rights reserved.

As companies and other organizations increasingly recognize society’s demand for greater social and environmental sustainability, university and college business schools have responded with new pedagogic approaches. Business schools have begun to offer courses in business models and business model innovation that focus not only on profit-normative goals but also on social and environmental goals. This paper describes an Experiential Workshop for university undergraduates in which the Service-Learning pedagogic approach is taken and Flourishing Business Canvas is applied as a tool for collaborative visual business modelling. In the Workshop, the students work with business model innovation for a biogas production cooperative of farmer-members in southern Sweden. The students take the role of problem-owners and problem-solvers as they co-create new business models ideas for the cooperative. The paper presents the students’ achievement of three Learning Objectives as they engage in meaningful, “real-world” simulations with a high degree of autonomy that allows them to combine their theoretical knowledge with practice. Implications for educators who wish to test the Experiential Workshop in their classrooms are proposed. The paper concludes with the suggestion that Education for Flourishing is a useful expansion of Education for Sustainable Development. © 2017 Elsevier Ltd. All rights reserved.

Organizations, such as social enterprises, engage in business model innovation when they wish to create, deliver, and capture value for their various stakeholders in ways that effect positive environmental and social change. Despite the increasing research attention paid to social enterprises, the literature on business model innovation in this context is still scarce. Therefore, the purpose of this paper is to explore business model innovation driven by sustainability issues at a social enterprise operating in the Scandinavian electricity retail market. A single case study research approach is taken, and data are collected from sixteen individual interviews and two focus groups with executives, managers, and directors. The study contributes to business model innovation as an organizational change process as well as an outcome of this process. The findings show that business model innovation over time at social enterprises reflects a shift in focus from novelty, via lock-in of customers, to efficiency in internal management routines. Additionally, the study concludes that social enterprises with innovative business models driven by sustainability issues can introduce novel practices that lead to changes in the dominant business model of their industry. The study also suggests how social entrepreneurs might innovate their business models as they focus on environmental and social sustainability. © 2017 Elsevier Ltd. All rights reserved.