Business is changing from an industrial- to a knowledge-based environment, building more from professionals and their expertise. Corporations need to create internal organizations in which there is more emphasis on human capital and creating/sharing knowledge and talents. Talent management and knowledge creation should be new foci to create sustainability and long-term success. On the whole, organisations are working too much on an ad hoc basis, focusing on technology instead of creating an environment in which talents reinforce each other. In this review article we explore knowledge circulation, link knowledge, and talent to innovation, and discuss optimum circumstances for corporations to benefit from these assets.
This article aims to uncover the processes of developing sustainable business models in innovation ecosystems. Innovation ecosystems with sustainability goals often consist of cross-sector partners and need to manage three tensions: the tension of value creation versus value capture, the tension of mutual value versus individual value, and the tension of gaining value versus losing value. The fact that these tensions affect all actors differently makes the process of developing a sustainable business model challenging. Based on a study of four sustainably innovative cross-sector collaborations, we propose that innovation ecosystems that develop a sustainable business model engage in a process of valuing value in which they search for a result that satisfies all actors. We find two different patterns of valuing value: collective orchestration and continuous search. We describe these patterns and the conditions that give rise to them. The identification of the two patterns opens up a research agenda that can shed further light on the conditions that need to be in place in order for an innovation ecosystem to develop effective sustainable business models. For practice, our findings show how cross-sector actors in innovation ecosystems may collaborate when developing a business model around emerging sustainability-oriented innovations.
High-tech horticulture production methods (such as vertical farming, hydroponics and other related technology possibilities), combined with evolving market side possibilities (consumer’s willingness to pay for variety, food safety and security), are opening new ways to create and deliver value. In this paper we present four emerging business models and attempt to understand the conditions under which each business model is able to create positive market value and sustained business advantage. The first of these four models is the case of a vertically integrated production to retail operation. The second model is the case of a production model with assured retail/distribution side commitment. The third model deals with a marketing/branding driven production model with differentiated market positioning. Finally, the forth is a production model with direct delivery to the end-consumer based upon the leveraging of wide spread digital technology in the consumer market. To demonstrate these four business models, we analyze practical case studies and analyze their market approach and impact. Using this analysis, we create a framework that enables entrepreneurs and businesses to adopt a business model that matches their capabilities with market opportunities.
The DALI project is carried out under the flag of Logistics Community Brabant. DALI is a testing ground aimed at lifting datafication in the logistics sector of the south of the Netherlands to a higher level, consequently future-proofing the sector.DALI focuses on developing knowledge-intensive logistics (smart logistics): devising, developing, demonstrating and applying new logistics working methods. The project’s aim is to create higher added value, increase the efficiency of goods flow handling, and maintain our international market position.Within DALI, 18 companies are carrying out cases in the area of datafication. The findings from the business cases are translated into generic applications for the logistics and supply chain sector and education. In addition, they are developing a community of data and logistics specialists.Partners:LCB, Gemeenten Breda en Tilburg, REWIN, Midpoint Brabant, Ministerie van Economische Zaken en Klimaat, Rijksoverheid, Provincie Noord-Brabant, Regio West-Brabant, Regio Hart van Brabant.In Dutch:Proeftuin van logistieke innovatie. DALI is een project waarin 18 bedrijven pilots uitvoeren om met datatoepassingen processen in de logistiek en supply chain te verslimmen. Vanuit deze pilots worden generieke toepassingen en tools op het gebied van data ontwikkeld voor MKB-bedrijven en het onderwijs.
In line with European sustainability goals, small and medium sized enterprises (SMEs) in the Dutch automotive aftermarket face the challenge of maintaining competitiveness while transitioning to circular business models. These models, supported by EU policies such as the Circular Economy Action Plan and the European Green Deal, drive innovation in product lifecycle management, recycling, and sustainability. However, as SMEs adapt to these changes, they must also navigate the growing competition from imported Chinese electric vehicles (EVs), which bring both opportunities and risks. Logistics plays a critical role in this transition, as optimizing supply chains, enhancing resource efficiency, and minimizing waste are essential for achieving circularity. Will the Chinese car manufacturers move their value chain to Europe? Or will they further localize in aftersales businesses? Either scenario would affect a chain of SMEs in automotive aftermarket. Focusing on the auto parts SMEs in the Brainport region, this research examines how SMEs can stay competitive by leveraging logistics strategies to support circular practices, and navigate the challenges posed by the influx of Chinese EVs while remaining resilient and adaptable in the automotive aftermarket value chain. Together with our consortium partners, we help the regional SMEs in the automotive aftermarket with: 1. Mapping out logistical challenges and objectives, 2. Risk mitigation and demand planning, 3. Strategic supply chain development. Involving Fontys International Business graduation projects on data analysis, this project combines quantitative and qualitative insights to examine the transition of automotive aftermarket to an EV-dominated future. The SMEs in our consortium network are drive to adapt to the evolving landscape by investing in new measures. Through scenario assessment, we help them with scenario strategies in circular transition. For a broader impact, this project brings SMEs, branch and public organizations together and presents shared responsibilities in creating a resilient supply chain.
In the Netherlands, the Agri-Food and Water Top Sectors aim at climate neutral food systems that close loops in the food value chains from farm to fork, based on efficiency of natural resource management, optimum use of food, a reduced use of natural resources and less environmental pressure, and optimum use of residue streams. It is also in their ambitions to promote and market Dutch circular solutions in foreign countries, such as emergent economies. The transition to a circular economy in the food chain in emergent economies requires a radical transformation, in which an integrated approach is required. In this regard, Indonesia strives for green development representing an advantageous market opportunity for Dutch SME’s offering circular innovations on the food value chain. The consortium in this project would like to explore the opportunities for applying integrated approaches contributing to the transition to a circular economy in the food chain of emerging countries, in this case Indonesia, that could open market opportunities in the agri-food sector. The integrated approach includes innovations on effective use of natural resources (e.g., soil and water), innovations on ‘reshaping’ local organization and governance, and innovations on food/streams value chains.
