Prof. Dr. Peter Wells Cardiff University | Centre for Automotive Industry Research Dr. Florian Lüdeke-Freund University of Hamburg | Faculty of Business, Economics & Social Sciences Riversimple’s Way Towards Eco-Mobility: Synergistic Innovation in Governance, Technology and Business Model 1st “New Business Models” Conference Toulouse, 17 June 2016
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Riversimple's Way Towards Eco-Mobility - Florian Lüdeke-Freund & Peter Wells - 1st New Business Models Conference 2016
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Prof. Dr. Peter Wells Cardiff University | Centre for Automotive Industry Research Dr. Florian Lüdeke-Freund University of Hamburg | Faculty of Business, Economics & Social Sciences
Riversimple’s Way Towards Eco-Mobility: Synergistic Innovation in Governance, Technology and Business Model 1st “New Business Models” Conference Toulouse, 17 June 2016
Engaged scholarship (e.g. van de Ven & Johnson, 2006) - Trying to overcome the rigour and relevance divide - Reducing the gap between management theories and practical application - Increasing the potential impact on business and other organisations
Conducting research with rather than on organisations
- Problem-driven and contextually embedded research - Research outcomes may include theory development - Major consideration is the co-production of knowledge
- Using public sources such as corporate publications, news reports - Systematic inductive and deductive coding - Complemented with personal access to corporate information
Concept car “Hyrban” - Installed range: 220 miles (350 km) - Top speed: 50 mph (80 km/h) - Weight: 520 kg - Number of passengers: 2 - Emissions, well-to-wheel: <31g CO2/km
Source: http://www.40fires.org (pictures show technology demonstrator, not final product)
Prototype “Rasa” - Installed range: 300 miles (480 km) - Top speed: 62 mph (100 km/h) - Weight: 580 kg - Number of passengers: 2 - Emissions, well-to-wheel: <40g CO2/km
Source: http://riversimple.com (pictures show technology demonstrator, not final product)
“A business model describes the rationale of how an organization creates, delivers, and captures value.” (Osterwalder & Pigneur, 2009)
“A business model for sustainability helps describing, analyzing, managing, and communicating - (i) a company’s sustainable value proposition to its customers, and all other
stakeholders, (ii) how it creates and delivers this value, (iii) and how it captures economic value while maintaining or regenerating natural, social, and economic capital beyond its organizational boundaries.” (Schaltegger et al., 2016)
Organization & Environment special issue
“Business Models for Sustainability” http://oae.sagepub.com/content/29/1.toc
According to Claessens (2006, p. 93), corporate governance is …
1. “… concerned with a set of behavioral patterns – the actual behavior of corporations, in terms of such measures as performance, efficiency, growth, financial structure, and treatment of shareholders and other stakeholders.” … as well as …
1. “… concerned with the normative framework – the rules under which firms are operating, with the rules coming from such sources as the legal system, the judicial system, financial markets, and factor (labor) markets.”
The behavioural perspective applies to the analysis of single firms.
It deals with how a company’s behaviour is directed and controlled …
… and how claims of shareholders and further stakeholders are handled.
Managed co-development and co-evolution of a whole ecosystem
- Technological artefact & infrastructure – Car & local refuelling network
- Business model – Eco-mobility as an all-in service
- Corporate governance – Open and stakeholder inclusive
Addressing major barriers* to sustainable business model innovation
- Environmental and social externalities – How to provide zero impact mobility? → Offering eco-efficient mobility as hassle-free, all-in, fee-based service
- Capital intensity and long lead time – How to finance RD&D? → Patient capital from purpose-driven seed capital investors and public funding
- The power of incumbents – How to overcome path dependence of one century? → Non-exclusive, open source and network approach to create a “movement”
Literature Bocken, N.; Short, S.; Rana, P. & Evans, S. (2014): A literature and practice review to develop sustainable business model
archetypes, Journal of Cleaner Production, Vol. 65, 42–56. Boons, F. & Lüdeke-Freund, F. (2013): Business models for sustainable innovation: state-of-the-art and steps towards a
research agenda, Journal of Cleaner Production, Vol. 45, 9–19. Bowen, G. (2009) ‘Document Analysis as a Qualitative Research Method’, Qualitative Research Journal, Vol. 9, No. 2,
pp.27–40. Claessens, S. (2006): Corporate Governance and Development, The World Bank Research Observer, Vol. 21, No. 1, 91–
122. Norgaard, R. (1994): Development betrayed. The end of progress and a coevolutionary revisioning of the future.
London, New York: Routledge. Osterwalder, A. and Pigneur, Y. (2009): Business model generation. Amsterdam: self-published. Schaltegger, S.; Hansen, E. and Lüdeke-Freund, F. (2016): ‘Business Models for Sustainability: Origins, Present Research,
and Future Avenues’, Organization & Environment, Vol. 29, No. 1, pp.3–10. Schaltegger, S.; Lüdeke-Freund, F. & Hansen, E. (2016): Business Models for Sustainability: A Co-Evolutionary Analysis of
Sustainable Entrepreneurship, Innovation, and Transformation, Organization & Environment, No. online first February 25, 2016, http://dx.doi.org/10.1177/1086026616633272.
Van de Ven, A. and Johnson, P. (2006) ‘Knowledge for theory and practice’, Academy of Management Review, Vol. 31, pp.802-821.
Wells, P. (2013): Business Models for Sustainability. Cheltenham: Edward Elgar Publishing. Wüstenhagen, R. & Boehnke, J. (2008): Business models for sustainable energy, in: Tukker, A.; Charter, M.; Vezzoli, C.;
Stø, E. & Andersen, M. M. (Eds.): Perspectives on radical changes to sustainable consumption and production. System Innovation for Sustainability. Sheffield: Greenleaf Publishing, 70–79.