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5.7 Conclusions, Future Research Avenues
and Practical Implications
The research presented in this chapter builds on, and adds to, previous research regarding sustainability-oriented innovation (Adams et al. 2016), business model archetypes
(Bocken et al. 2014) and building blocks of business models (Barth et al. 2017).
The sustainability-oriented innovation framework regards sustainability as a
continuous process that is developed and achieved over time (Adams et al. 2016).
Their study has also shown how organizations can develop to become more sustainable. Further, they suggest that the development of sustainability-oriented innovation often starts with intentional changes to the values of the organization and as a
response to regulation.
The analysis based on the cases of the study presented in this chapter deepens the
knowledge regarding why agri-entrepreneurs develop the sustainability aspects of their
business model. This study shows that many agri-entrepreneurs have a stewardship
intention and want to develop and preserve their company, relationships and environment for the future and coming generations. Some agri-entrepreneurs applied the values of sustainability even before the concept was used in literature and discourse. The
agri-entrepreneurs who strive for sustainability are often ahead of, or even in conflict
with, legislation and policy when they develop their sustainable business models.
The aim of the eight sustainable business model archetypes developed by Bocken
et al. (2014) is to “develop a common language that can be used to accelerate the
development of sustainable business models in research and practice”. In the study
presented here, stewardship is a frequent and important sustainable business model
archetype. The stewardship archetype seeks to “maximize the positive societal and
environmental impacts of the firm on society by ensuring long-term health and wellbeing of stakeholders (including society and the environment)”. According to
researchers behind such archetype, it can preferably be used in combination with
other archetypes. Based on the analysis in this study, the stewardship role is of paramount importance. However, it could be argued that stewardship should not be
regarded as a business model archetype. Rather, it is an explanation or an incentive
for developing sustainable business models.
The frequent use of adopting a stewardship role can be explained by the unique
characteristics of the agri-sector. As Cagliano et al. (2016) have shown, there is a
clear interdependency between agriculture and environmental, human and physical
resources. Walker 2012 and 2014 have also pointed on the awareness of the entrepreneur as a value-based driver for sustainable business models. Ulvenblad et al.
(2016) and Barth et al. (2017) have elaborated on this relationship. The owners/
managers regard themselves as stewards or custodians of the company, the property
and the environment, with a responsibility for individuals, animals and growing
things. The company is often based on a farm, which has been owned by the ancestors before. The company is depending on the resources of the land, and it is going
to stay where it is. Relations to neighbours and other companies are also important
and have to be managed and maintained. The stewardship perspective is important
when developing sustainable business models in the agri-sector.
5 Development of Sustainable Business Models for Innovation in the Swedish…
5.7 Conclusions, Future Research Avenues
and Practical Implications
The research presented in this chapter builds on, and adds to, previous research regarding sustainability-oriented innovation (Adams et al. 2016), business model archetypes
(Bocken et al. 2014) and building blocks of business models (Barth et al. 2017).
The sustainability-oriented innovation framework regards sustainability as a
continuous process that is developed and achieved over time (Adams et al. 2016).
Their study has also shown how organizations can develop to become more sustainable. Further, they suggest that the development of sustainability-oriented innovation often starts with intentional changes to the values of the organization and as a
response to regulation.
The analysis based on the cases of the study presented in this chapter deepens the
knowledge regarding why agri-entrepreneurs develop the sustainability aspects of their
business model. This study shows that many agri-entrepreneurs have a stewardship
intention and want to develop and preserve their company, relationships and environment for the future and coming generations. Some agri-entrepreneurs applied the values of sustainability even before the concept was used in literature and discourse. The
agri-entrepreneurs who strive for sustainability are often ahead of, or even in conflict
with, legislation and policy when they develop their sustainable business models.
The aim of the eight sustainable business model archetypes developed by Bocken
et al. (2014) is to “develop a common language that can be used to accelerate the
development of sustainable business models in research and practice”. In the study
presented here, stewardship is a frequent and important sustainable business model
archetype. The stewardship archetype seeks to “maximize the positive societal and
environmental impacts of the firm on society by ensuring long-term health and wellbeing of stakeholders (including society and the environment)”. According to
researchers behind such archetype, it can preferably be used in combination with
other archetypes. Based on the analysis in this study, the stewardship role is of paramount importance. However, it could be argued that stewardship should not be
regarded as a business model archetype. Rather, it is an explanation or an incentive
for developing sustainable business models.
The frequent use of adopting a stewardship role can be explained by the unique
characteristics of the agri-sector. As Cagliano et al. (2016) have shown, there is a
clear interdependency between agriculture and environmental, human and physical
resources. Walker 2012 and 2014 have also pointed on the awareness of the entrepreneur as a value-based driver for sustainable business models. Ulvenblad et al.
(2016) and Barth et al. (2017) have elaborated on this relationship. The owners/
managers regard themselves as stewards or custodians of the company, the property
and the environment, with a responsibility for individuals, animals and growing
things. The company is often based on a farm, which has been owned by the ancestors before. The company is depending on the resources of the land, and it is going
to stay where it is. Relations to neighbours and other companies are also important
and have to be managed and maintained. The stewardship perspective is important
when developing sustainable business models in the agri-sector.
5 Development of Sustainable Business Models for Innovation in the Swedish…