We aim to understand the interaction between shifting organizational field logics and field actors’ responses to reconcile logic plurality and maintain legitimacy through business model innovation. Drawing on a multimethod, longitudinal field study in the fashion industry, we traced how de novo and incumbent firms integrate circular logics in business models (for sustainability) and uncover how productive tensions in field logics lead to experimental spaces for business model innovation. Our findings showed a shift in the discourse on circular logic that diverted attention and resources from materials innovation (e.g. recycling) to business model innovation (e.g. circular business models). By juxtaposing the degree of field logic tension and the degree of business model innovation, we derive four types of business model hybridization responses that actors engaged in to maintain legitimacy – constrained, limited, integrated, and expanded. Our study generates new insights on business models for sustainability as vehicles for organizational field change.
The authors consider the reality that endless economic growth on a finite planet is unsustainable, especially if society has exceeded ecological limits. The paper examines various aspects of society's endless growth predicament. It reviews the idea that there are 'limits to growth'; it then considers the 'endless growth mantra' within society. The paper then considers the 'decoupling' strategy and its merits, and argues that it is, at best, a partial solution to the problem. The key social problem of denial of our predicament is considered, along with the contribution of anthropocentric modernism as a worldview that aids and abets that denial. Finally, the paper outlines some potential solutions to our growth predicament. https://www.ecologicalcitizen.net/article.php?t=insanity-endless-growth https://www.linkedin.com/in/helenkopnina/
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We aim to understand how actors respond to field logic plurality and maintain legitimacy through business model innovation. Drawing on a longitudinal field study in the fashion industry, we traced how de novo and incumbent firms incorporate circular logics in business models (for sustainability) and uncover how the intersection between issue and exchange fields creates institutional complexity and experimental spaces for business model innovation. Our findings showed a shift in the discourse on circular logic that diverted attention and resources from materials innovation (e.g., recycling) to business model innovation (e.g., circular business models). By juxtaposing institutional complexity and external pressure to maintain legitimacy, we derived four strategic business model innovation responses—preserve, detach, integrate and extend—that illuminate how actors leverage shifting logics and innovate extant business models (for sustainability). We make novel contributions to the literature on organizational fields, business models for sustainability, and business model innovation.
