*Nancy Bocken, Lund University, Sweden
Giulia Calabretta, TU Delft
Jan-Carel Diehl, TU Delft
Nusa Fain, Queen’s University, Canada
Brian Baldassarre, TU Delft
Vicky Lofthouse, Loughborough University, UK
*contact: nancy.bocken@iiiee.lu.se

Concerns about the societal and environmental impact of how companies operate have generated increasing interest on more sustainable ways of doing business. Research and practice from the past decade shows that a Business Model Innovation lens is suitable to embed sustainability into firms’ objectives and operations. Consequently, Sustainable Business Model Innovation has been emerging rapidly as a research field. Recent developments in this field are building upon seminal work on Design for Sustainability from the past two decades to establish a connection with Strategic Design. Strategic Design is a research stream and innovation approach that studies how to leverage the discipline of Design in the context of Strategy and Innovation Management. More specifically, it is about applying the practices (ways of working), methods, and tools of Designers to help organizations gaining competitive advantage by balancing desirability (what customers want), feasibility (what is technologically possible) and viability (what is financially possible). The connection between Sustainable Business Model Innovation and Strategic Design is mainly supported by the bottom-line argument that Design’s strategic and experimental nature allows for the integration of stakeholder objectives including sustainability concerns while also providing the process dimension needed to move away from theory towards concrete practice and tangible impact. However, research on the role and contributions of Strategic Design to Sustainable Business Modeling is still in its infancy. Consequently, the goal of this track is to collect contributions from both academics and practitioners that address the following questions:
• Theory: How can Strategic Design theory inform novel approaches for Sustainable Business Model Innovation?
• Practice: Which Strategic Design practices, methods and tools can be used to integrate Sustainability into the Business Modeling process?
• Impact: What are the sustainability outcomes of implementing Strategic Design into the Business Modeling process?

Indicative References

Baldassarre, B., Calabretta, G., Bocken, N., & Jaskiewicz, T. (2017). Bridging sustainable business model innovation and user-driven innovation: A process for sustainable value proposition design. Journal of Cleaner Production, 147, 175–186. doi:10.1016/j.jclepro.2017.01.081
Bocken, N., Schuit, C., & Kraaijenhagen, C. (2018). Experimenting with a circular business model: Lessons from eight cases. Environmental Innovation and Societal Transitions, 28, 79-95 doi:10.1016/j.eist.2018.02.001
Geissdoerfer, M., Bocken, N., & Hultink, E. J. (2016). Design thinking to enhance the sustainable business modelling process: A workshop based on a value mapping process. Journal of Cleaner Production, 135, 1218–1232. doi:10.1016/j.jclepro.2016.07.020
Joyce, A., & Paquin, R. L. (2016). The triple layered business model canvas: A tool to design more sustainable business models. Journal of Cleaner Production, 135, 1474–1486. doi:10.1016/j.jclepro.2016.06.067
Lewandowski, M. (2016). Designing the business models for circular economy-towards the conceptual framework. Sustainability, 8(1), 1–28. doi:10.3390/su8010043