Driving Business Models Toward Sustainability in Arctic Nature Tourism
Main Article Content
Samira Sahebalzamani
Abstract
Context: research into sustainability as a highly debated concept has become widespread and given rise to a diverse and interesting arena in the management literature in which the relevance of business models is extensively acknowledged. Objective: by integrating sustainability into the business model concept, this study attempts to determine how business models are driven toward sustainability. Methods: a qualitative multiple-case approach is applied to scrutinize five small/micro companies offering nature-based activities in Arctic Norway. Results: four internal and six external drivers are found crucial to incorporating sustainability in business models. Conclusion: the findings contribute to the field of sustainable business models by deepening the understanding of how specific internal and external drivers operate across different business models. Moreover, business models are driven toward sustainability differently, depending on the extent to which sustainability is embedded into them.
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Sahebalzamani, S. (2020). Driving Business Models Toward Sustainability in Arctic Nature Tourism. Journal of Contemporary Administration, 25(3), e190384. https://doi.org/10.1590/1982-7849rac2021190384.en
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Schaltegger, S., Hansen, E., & Lüdeke-Freund, F. (2015). Business models for sustainability: Origins, present research, and future avenues. Organization & Environment, 29(1), 3-10. https://doi.org/10.1177%2F1086026615599806
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Stampfl, G. (2016). The process of business model innovation: An empirical exploration. Wiesbaden: Springer Gabler; Springer Fachmedien.
Teece, D. (2010). Business models, business strategy and innovation. Long Range Planning, 43(2–3), 172-194. https://doi.org/10.1016/j.lrp.2009.07.003
van Kerkhoff, L. (2014). Developing integrative research for sustainability science through a complexity principles-based approach. Sustainability Science, 9(2), 143-155. https://doi.org/10.1007/s11625-013-0203-y
Weaver, D. (2012). Towards sustainable mass tourism: Paradigm shift or paradigm nudge? In T. V. Singh. Critical Debates in Tourism (pp. 839-840). Bristol: Channel View.
Yin, R. (2014). Case study research: Design and methods (5th ed.). Los Angeles: Sage.
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Zollo, M., Cennamo, C., & Neumann, K. (2013). Beyond what and why: understanding organisational evolution towards sustainable enterprise models. Organization & Environment, 26(3), 241-259. https://doi.org/10.1177/1086026613496433
Zott, C., Amit, R. (2010). Business model design: An activity system perspective. Long Range Planning, 43(2-3), 216-226. https://doi.org/10.1016/j.lrp.2009.07.004
Bocken, N., Short, S., Rana, P., & Evans, S. (2014). A literature and practice review to develop sustainable business model archetypes. Journal of Cleaner Production, 65, 42-56. https://doi.org/10.1016/j.jclepro.2013.11.039
Bossle, M., Barcellos, M. de, Vieira, L., & Sauvee, L. (2016). The drivers for adoption of eco-innovation. Journal of Cleaner Production, 113, 861-872. https://doi.org/10.1016/j.jclepro.2015.11.033
Bramwell, B., & Lane, B. (2013). Getting from here to there: Systems change, behavioural change and sustainable tourism. Journal of Sustainable Tourism, 21(1), 1-4. https://doi.org/10.1080/09669582.2012.741602
Bramwell, B., Higham, J., Lane, B., & Miller, G. (2017). Twenty-five years of sustainable tourism and the Journal of Sustainable Tourism: Looking back and moving forward. Journal of Sustainable Tourism, 25(1), 1-9. https://doi.org/10.1080/09669582.2017.1251689
Breuer, H., Fichter, K., Lüdeke-Freund, F., & Tiemann, I. (2018). Sustainability-oriented business model development: Principles, criteria and tools. International Journal of Entrepreneurial Venturing, 10(2), 256-286. http://doi.org/10.1504/IJEV.2018.10013801
Charmaz, K. (2014). Constructing grounded theory (2nd ed). London: Sage.
Chen, J. (2015). Tourism stakeholders attitudes toward sustainable development: A case in the Arctic. Journal of Retailing and Consumer Services, 22, 225-230. https://doi.org/10.1016/j.jretconser.2014.08.003
Coles, T., Warren, N., Borden, D., & Dinan, C. (2017). Business models among SMTEs: Identifying attitudes to environmental costs and their implications for sustainable tourism. Journal of Sustainable Tourism, 25(4), 471-488. https://doi.org/10.1080/09669582.2016.1221414
Det kongelige Nærings- og fiskeridépartement. (2017). Meld. St. 19 (2016-2017): Melding til Stortinget: Opplev Norge – unikt og eventyrlig. Retrieved from https://www.regjeringen.no/no/dokumenter/meld.-st.-19-20162017/id2543824/
Dyllick, T., & Hockerts, K. (2002). Beyond the business case for corporate sustainability. Business Strategy and the Environment, 11(2), 130-141. https://doi.org/10.1002/bse.323
Dyllick, T., & Muff, K. (2016). Clarifying the meaning of sustainable business: Introducing a typology from business-as-usual to true business sustainability. Organization & Environment 29(2), 156-174. https://doi.org/10.1177/1086026615575176
Eisenhardt, K. (1989). Building theories from case study research. The Academy of Management Review, 14(4), 532-550. https://doi.org/10.2307/258557
Foss, N., & Saebi, T. (2017). Fifteen years of research on business model innovation: How far have we come, and where should we go? Journal of Management, 43(1), 200-227. https://doi.org/10.1177/0149206316675927
Glaser, B., & Strauss, A. (1967). The discovery of grounded theory. Strategies for qualitative research. Chicago: Aldine.
Gössling, S., Hall, C., Ekström, F., Engeset, A., & Aall, C. (2012). Transition management: A tool for implementing sustainable tourism scenarios? Journal of Sustainable Tourism, 20(6), 899–916. https://doi.org/10.1080/09669582.2012.699062
Innovation Norway. (2017). Standard for bærekraftig reisemål: Kriterier og indikatorer. Retrieved from https://www.innovasjonnorge.no/globalassets/0-innovasjonnorge.no/vare-tjenester/reiseliv/merket-for-barekraftig-reiseliv/standard-for-barekraftig-reiseliv.pdf.
Lee, Y.-S., Weaver, D., & Prebensen, N. (2017). Arctic tourism experiences: Production, consumption and sustainability. Boston: CABI.
Lyngnes, S., & Prebensen, N. (2014). Sustainable and attractive motorised nature-based experiences: Challenges and opportunities. Advances in Hospitality and Leisure, 10, 151-171. https://doi.org/10.1108/S1745-354220140000010008
Maher, P., Gelter, H., Hillmer-Pegram, K., Hovgaard, G., Hull, J., Jóhannesson, G., Karlsdóttir, A., Rantala, O., & Pashkevich, A (2014). Arctic tourism: Realities & possibilities. I Arctic YearBook. Retrieved from https://www.researchgate.net/publication/275945995_Arctic_Tourism_Realities_Possibilities
Miles, M., Huberman, A., & Saldaäna, J. (2014). Qualitative data analysis: A methods sourcebook (3rd ed.). Thousand Oaks: Sage.
Rauter, R., Jonker, J., & Baumgartner, R. (2017). Going one’s own way: Drivers in developing business models for sustainability. Journal of Cleaner Production, 140 (Part 1), 144-154. https://doi.org/10.1016/j.jclepro.2015.04.104
Reinhold, S., Zach, F., & Krizaj, D. (2017). Business models in tourism: A review and research agenda. Tourism Review, 72(4), 462-482. https://doi.org/10.1108/TR-05-2017-0094
Sahebalzamani, S., & Bertella, G. (2018). Business models and sustainability in nature tourism: A systematic review of the literature. Sustainability, 10(9), 2-15. https://doi.org/10.3390/su10093226
Schaltegger, S., Hansen, E., & Lüdeke-Freund, F. (2015). Business models for sustainability: Origins, present research, and future avenues. Organization & Environment, 29(1), 3-10. https://doi.org/10.1177%2F1086026615599806
Schaltegger, S., Lüdeke-Freund, F., & Hansen, E. G. (2012). Business cases for sustainability: The role of business model innovation for corporate sustainability. International Journal of Innovation and Sustainable Development, 6(2), 95-119. https://doi.org/10.1504/IJISD.2012.046944
Sommer, A. (2012). Managing green business model transformations. Berlin Heidelberg: Springer Verlag.
Stampfl, G. (2016). The process of business model innovation: An empirical exploration. Wiesbaden: Springer Gabler; Springer Fachmedien.
Teece, D. (2010). Business models, business strategy and innovation. Long Range Planning, 43(2–3), 172-194. https://doi.org/10.1016/j.lrp.2009.07.003
van Kerkhoff, L. (2014). Developing integrative research for sustainability science through a complexity principles-based approach. Sustainability Science, 9(2), 143-155. https://doi.org/10.1007/s11625-013-0203-y
Weaver, D. (2012). Towards sustainable mass tourism: Paradigm shift or paradigm nudge? In T. V. Singh. Critical Debates in Tourism (pp. 839-840). Bristol: Channel View.
Yin, R. (2014). Case study research: Design and methods (5th ed.). Los Angeles: Sage.
Zhang, Y., & Wildemuth, B. (2005). Qualitative analysis of content. In B. M. Wildemuth (Ed.), Applications of Social Research Methods to Questions in Information and Library Science (pp. 308-319). London: Libraries Unlimited. Retrieved from https://www.ischool.utexas.edu/~yanz/Content_analysis.pdf
Zollo, M., Cennamo, C., & Neumann, K. (2013). Beyond what and why: understanding organisational evolution towards sustainable enterprise models. Organization & Environment, 26(3), 241-259. https://doi.org/10.1177/1086026613496433
Zott, C., Amit, R. (2010). Business model design: An activity system perspective. Long Range Planning, 43(2-3), 216-226. https://doi.org/10.1016/j.lrp.2009.07.004