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The demand for resources for development also increased corporate pressures for sustainability. Consequently, it is necessary for organizations to adopt measures addressing the need to implement a new business model, which allows a management team concerned about the economy and the optimization of resources to make sustainable business models a strategic interest of the organization. The purpose of this paper is to analyze sustainable business models and the applied practices to operationalize them.

This study was conducted through a systematic review of the literature to identify the sustainable business models addressed in the literature, and what practices are applied to operationalize these models.

The data show that sustainable business models have an approach centered on the direct participation of stakeholders, especially the user, in the process of creating sustainable value. Overall, they offer a high level of technology-based business models that prioritize the use of clean energy, material maximization and energy efficiency, with an emphasis on repair and maintenance rather than on disposal and scheduled obsolescence, as well as an emphasis on natural and renewable processes, the reuse of waste, environmental stewardship, product transformation into technological artefacts for users, and products for services and results.

The study’s contributions provide a more detailed understanding of sustainable business models and what practices can be adopted by companies to make the business truly sustainable. This paper contributed to the discussion of the research on sustainable business models and their operational practices.

The analysis promotes insights into new opportunities for companies to integrate their traditional business models with sustainability, contributing to the application of sustainable practices within the managerial scope. Companies that operate sustainable business models need to be aware that collaborative, sharing and networking models can deliver positive results for sustainable business models.

The study aimed to analyze the association between dynamic capabilities and sustainable business model innovation of startups in the Brazilian logistics sector.

A qualitative approach was used through a multiple case study that was operated from semi-structured interviews and secondary data analysis.

The evidence found pointed to different types of innovations in sustainable business models and distinct activities inherent to the three dynamic capabilities surveyed. In addition, the results confirmed that dynamic capabilities can be considered internal drivers that stimulate sustainable business model innovation, since the conception until the change or dissemination.

The diffusion of a model that jointly addresses the theory of dynamic capabilities and sustainable business model innovation.

For managers, the study provides insights into the archetypes of sustainable business model innovation and guidance on how to incorporate into the organization's strategic activities aimed at the different dynamic capabilities to achieve sustainable innovation.

Sustainable business model innovation is seen as a key factor for competitive advantage and corporate sustainability. However, a more comprehensive understanding is necessary for those that promote the design and innovation of sustainable business models. Therefore, the paper addresses this gap by (1) systematizing sustainable logistics initiatives, (2) detailing the processes that support the development of startups' sustainable dynamic capabilities and (3) proposing a framework that establishes connections between capabilities, business model innovation processes, business model archetypes and the environmental, social and economic impacts.

This study has aimed to analyze the relationship between the adoption of sustainable innovation practices and the degree of innovation of business models in Brazilian industrial companies.

The study has been characterized as quantitative and comprised the conduction of a survey with Brazilian industrial companies.

Results have shown that companies with a high degree of innovation in their business models invest more strongly in strategic dimensions of sustainable innovation, which in general involve stakeholders and cross the organization's internal boundaries, requiring proactive attitudes from the company, probably because this type of investment gives them greater competitiveness in their market and also requires a radical modification of their business model.

This study seeks to present contributions to entrepreneurs and policy makers, in the face of the innovative and sustainable challenges imposed by society and the guidelines for sustainable development in order to reflect on positive impacts on local and global development.

Comprehending the behavior of industrial companies in Brazil in relation to sustainable innovation and its impact on society contributes to understanding the benefits of adopting a strategic management of sustainable innovation, minimizing negative socio-environmental impacts.

By analyzing the themes of sustainable innovation and business model, the present study may contribute to adopting business behavior that strategically and systemically integrates the objectives of sustainable innovation.

The adoption of sustainable procurement in construction clients’ organisation remains a difficult concept. Current research of sustainable procurement adoption studies fails to focus on a multi-stage adoption process. The purpose of this paper is to develop an organisational adoption model in a multi-stage process for the adoption of sustainable procurement in construction.

The paper developed an organisational adoption model. The model was tested against data obtained from survey administered to 193 respondents of central and local government institutions with a response rate of 63.7 per cent. Structural equation modelling using the partial least squares was employed to determine and confirm the factor structure of the model, and to measure the relationships between the model constructs.

An organisational adoption model is developed, tested and is robust to aid the adoption decision process of sustainable procurement within construction organisations.

The study is limited in scope affecting generalisation of the results. Future study should expand the scope to include consultants, contractors and suppliers.

The adoption model will assist policy makers and top managers to understand the adoption decision process and prioritise on the technological, organisational and environmental factors that significantly affect sustainable adoption decision process within construction organisations.

This study appears to be among the first to empirically develop an organisational adoption model to aid the adoption of sustainable procurement in construction.

The purpose of this paper is to develop an assessment model for corporate social responsibility (CSR) that is interlinked to sustainable development and examine the model on CSR cases in Egypt, exploring whether CSR is embedded into the core agenda of the corporations. This analysis helps in understanding the state of CSR in Egypt and countries with a similar socio-economic background.

The study presents a sustainable development assessment model for CSR, based on combining and modifying Archie Carroll’s model of Hierarchy of Corporate Responsibilities (1979, 2010) and Donna Wood’s Corporate Performance Model (1991) to include sustainable development imperatives. The proposed model analyzes two CSR practices of corporates. Qualitative analysis using in-depth interviews was conducted in the two case studies: a global multinational company represented in Egypt and a family business typical of many Egyptian corporates.

Generalizing from the results of the assessment in Egypt and countries with similar circumstances, most CSR practices in such a context still fall under philanthropy and few under human development or the business case. The lack of the formal institutional framework for organizing the role of the State in CSR promotion leads to missing the opportunity of linking CSR to the Sustainable Development Goals or similar strategies.

The paper presents a CSR assessment model adopted in developing countries, with a focus on incorporating sustainable development indicators since the 1990s. This methodological development since 2010 is timely and particularly useful for relating CSR to the recent global focus on sustainable development.

How to respond to social and environmental concerns while pursuing economic goals remained a dilemma for today’s businesses. Besides, the digital revolution has profoundly changed people's lifestyles, turning out the challenge of how to present products and services to the new generations of consumers through emerging digital channels. To overcome these challenges, a business needs to rely on its internal capabilities but must make them dynamic and modify them, when necessary, in response to or anticipation of external changes. This study aims to propose a model for business model innovation (BMI) with the goal of pursuing sustainability and adapting to the changes of the digital age pursuing dynamic capabilities principles.

This study followed a mixed-method design, using meta-synthesis in its first phase (qualitative) and interpretive structural modelling in its second phase (quantitative).

The proposed model consists of four layers including approach, aspect, dimension and component. Based on quantitative results, the 16 dimensions were categorised in four main levels of “sustainable computing”, “sustainable execution”, “sustainable engagement” and “sustainable results”. Considering sustainability and digital transformation as main change drivers for contemporary businesses, this paper proposes a novel framework in the field of BMI.

The results of this study suggest that BMI requires not only proper business design based on social and environmental sustainability and digital transformation requirements but also attention to a new component called sustainable engagement, which represents the need for engaging with social and environmental issues in addition to customers.

This study aims to map scientific publications, intellectual structure and research trends in the sustainable business model (SBM) field. Specifically, it attempts to (1) identify the fundamental contributions of research in this area of knowledge; and (2) determine the research lines that constitute the most prominent intellectual structure. We leverage these insights to formulate and propose a future research agenda for SBM.

The authors made recourse to the bibliometric, co-citation and cluster analysis techniques. To evaluate potential patterns among articles, we analysed how articles are jointly cited. We further applied hierarchical cluster analysis to the articles and used co-citation analysis to group the interrelated articles into distinct sets.

The results enable the identification and classification of the prevailing theoretical foci in the domain of SBM: (1) SBM implementation; (2) SBM challenges; (3) institutional SBM; (4) circular SBM; and (5) emerging SBM.

This study identifies, explores, analyses and summarises the main theoretical approaches and themes surrounding SBM research to date, contributing to deepening the literature by identifying the priority areas concerning sustainable business models and encouraging future research of an internationally excellent standard.

This study aims to develop a sustainable brand identity model to help organizations align their managerial practices to sustainable development goals (SDGs) and examine its applicability for a Brazilian electrical sector company.

A systematic qualitative review of the literature was carried out to provide a theoretical basis for the attributes chosen to compose the sustainable brand identity management (SBIM) model. To apply the model, the authors collected the data from internal and public domain documents, semi-structured in-depth interviews and non-participant observation of the company's work environment.

The first SBIM model was developed. The Brazilian power sector company implemented sustainable actions related to most of the models' attributes, contributing to the SDGs. A research agenda was presented.

The theoretical contribution is provided toward brand identity and sustainability literature with the sustainable brand identity model development and the conceptual explanation regarding its attributes.

The practical implications are provided from the model application to an electrical company leading to some managerial suggestions that might be used to companies willing to align their practices to sustainability.

The studies on SDG and brand identity models were analyzed in order to create the first SBIM model. This article extends the concept of the brand identity of marketing theory by linking its core to sustainability actions, so far not addressed in academic studies.

The purpose of this paper is to discuss a Coasian interpretation of a model of sustainable development for Hong Kong that incorporates three segments, namely economy, society, and environment.

The approach is analytical, using concepts of property rights informed by Coasian neo‐institutional economics and Yu's ideas on the Schumpeterian process in innovation.

First, the sustainable development criteria must be non‐dictatorial, decentralized, and compatible with market economics. The emphasis is contractarian rather than legislative or administrative. Second, the essence of segment cooperation is to create a win‐win situation rather than an “integrated” rent seeking game, which will likely result in more values being created. Third, the requirement that it be progressive over time implies that programs and policies that are duplicative need to be avoided, and innovations are to be encouraged. Fourth, the requirement of satisfying only two aspects of the three segments of cooperation implies a less stringent standard of making stepwise improvements, and thus makes entrepreneurial efforts more likely. Last, the three segments of cooperation, if practiced simultaneously and improved over time, can achieve most, if not all, the principles in the Rio Declaration without aiming at a specific principle in the Declaration.

This paper should focus on a “win‐win” rather than a mutually exploitative approach to public participation in sustainable development promotion.

This paper should assist policymakers and politicians in understanding how sustainable development may be conceptually modelled.

The paper is the first paper that defines for Hong Kong a model of sustainable development on the basis of Coasian economics, and contrasts it with other proposed models.

The paper is conceptual in nature and explores the role and function of project management in the achievement of sustainability in the built environment by developing a 4Es (Economic, Effectiveness, Efficiency and Ethics) and 4 Poles (Economic, Social, Environmental and Technology) model of sustainability. The study also identifies that the existing debates on sustainability seem to marginalise project management's positive contributions to sustainable construction, as well as the importance of technology in the sustainability agenda.

The paper consists of a literature review on the concept of sustainability, the contribution of the built environment to the sustainability problem, and an intellectual discussion of a proposed model for achieving sustainable development in the built environment. The body of this paper is divided into three sections: part one reviews “what is sustainability”, part two discusses the current state of sustainability including the importance of technology, and part three discusses the 4Es and 4 Poles model.

This research establishes the importance of technology in the sustainable development agenda. The paper proposes a 4Es (project management model) and 4 Poles (poles or factors of sustainability) model as a holistic approach to achieving sustainable construction. In addition, this paper proposes an extension to the definition of sustainable construction or development, as the existing definitions seem to be vague.

This research paper focuses only on sustainability in the built environment and sustainable development with reference to project management.

The proposed model uses a project management approach, which does not allow trade‐offs, but promotes integration of the 4 Poles. This will contribute to the achievement of sustainable construction at every level of a project or organisation.

The proposed model is new within project management and the built environment. It also promotes technology as a core factor in achieving sustainable development.