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How a business model’s sustainability and scalability interact

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  • Rico Baldegger

Abstract

Changes in current business create modern mechanisms for businesses to determine what they aim for and the achievement of their high performance. The ability to maintain high performance becomes a guide for business continuity. The mechanism that can adopt such assumption is a business model that has the ability to generate outcomes in every market situation. Business ventures are continuously aiming at developing feasible business models for solving challenges in the society. The significance of a business model in determining the sustainability and scalability of business performance has been widely acknowledged in the literature. A characteristic that explains the adaptability of a business model is its sustainability and scalability. As factors that ensure efficiency of work, sustainability and scalability can be applied to the concept of a business model as the ability of businesses to maintain higher performance through their operations. The study aims at determining how business model sustainability and scalability interact in different conditions. The study presents the concept of sustainability and scalability with explanations to determine the performance of business. Dwelling on literature on business models and innovation adoption, the study developed a business model built on the triangle of optimization of economic, social, and environmental value. The study applied the business model to Bcomp, a clean-tech venture with the mission of producing of linen-based composite material. The study tested the sustainability and scalability of the business performance and found an interaction between business model sustainability and scalability.

Suggested Citation

  • Rico Baldegger, 2020. "How a business model’s sustainability and scalability interact," Journal of the International Council for Small Business, Taylor & Francis Journals, vol. 1(3-4), pages 126-138, October.
  • Handle: RePEc:taf:ucsbxx:v:1:y:2020:i:3-4:p:126-138
    DOI: 10.1080/26437015.2020.1841496
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