Creating Shared Value through Business Model Innovation for Sustainability: the role of Boundary Work

This study takes a novel approach to business model innovation for sustainability by framing it as a multi-actor boundary work process. Taking into account this perspective we explore how practitioners innovate business models for sustainability by mobilizing stakeholders through collaboration, aligning evaluation standards and changing boundary conditions in the value network. It involves the first steps in theory building for understanding processes of boundary alignment in complex collaborations for business model innovation for sustainability. The analysis shows that collaboration for business model innovation for sustainability comprises different phases with their own complexities resulting from organizational boundaries. Interviewed businesses have an extended perception of value and involve different partners in the value network to enhance and capture this value through mutual organizational boundary changes. Dissonance emerges through different evaluation standards and interests, changing roles, division of risks and responsibilities that limits partners’ openness to learn and adapt. Overcoming dissonance requires a learning process that can be supported through adaptive boundary work, in particular in early innovation stages.