Asia-Pacific Journal of Business Venturing and Entrepreneurship (벤처창업연구)

The Korean Society of Business Venturing (한국벤처창업학회)
권호 표지

The Tool to Design Sustainable Business Models: A Case Study for the Social Ventures

지속가능한 비즈니스모델 설계 도구: 소셜벤처 사례를 중심으로

  • Park, JaeWhan (College of Business and Economics, Chung-Ang University) ;
  • Jeon, Hyejin (Dept. of Entrepreneurship, Chung Ang University)
  • 박재환 (중앙대학교 경영학부) ;
  • 전혜진 (중앙대학교 일반대학원 창업학)
  • Received : 2018.03.12
  • Accepted : 2018.06.19
  • Published : 2019.02.28
Download PDF
⟨ Previous Next ⟩

Abstract

The purpose of this study is to seek ways of utilizing TLBMC by understanding business model of social ventures that are accompanied by social and environmental as well as economic missions. In order to achieve this, business models from economic, environmental and social perspectives will be analyzed, and we seek to enhance sustainability of social venture entrepreneurs. As the analysis tool, TLBMC(Triple Layered Business Model Canvas) expands upon the business model canvas that is widely utilized and recognizes economical terms. The TLBMC is proposed by Joyce, A., & Paquin, R. L.(2016) to help achieve a holistic view with horizontal and vertical associations. The study tries to overcome limitations of previous studies and observe a variety of economic, environmental, and social perspectives that social ventures should have with the TLBMC. As a result, it has the following implications; Firstly, creating separate social, environmental and economic business model canvas helps a business to have a holistic approach. Secondly, it was found that social venture characteristics of environmental and social perspectives were applied in practice. Lastly, we have established experience data on social venture business model. This study focuses on the opinions, the meanings and the subjective views of the participants. As a result, conclusions are drawn by the researchers ' assertions and has limitations as a research on case studies. However, this study will help people who are preparing or studying social ventures to have economic, environmental, and social perspectives. Also, redefinition of the direction and value of entrepreneurs operating social ventures, such as vision and mission, will help clarify the roles and responsibility of organizations. As a fundamental step for future empirical studies, this study could be the base for social venture business model studies.

성공적인 비즈니스를 위해서 지속가능성과 관련된 도전과 기회들을 이해하는 것이 중요하다. 기존의 비즈니스모델 캔버스는 사회에 미치는 장기적인 영향과 관계없이 '성공'으로 식별되는 비즈니스 모델을 만들 수 있다. 하지만 지속가능한 비즈니스모델에 대한 원칙과 지침이 추가되지 않으면 새로운 한계에 직면할 수 있다. 본 연구의 목적은 경제적인 미션뿐만 아니라 사회적, 환경적 미션을 함께 수행해야 하는 소셜벤처를 중심으로 지속가능한 비즈니스 모델 설계를 위한 도구들을 살펴보고 활용도를 모색하는 데 있다. 이러한 연구 목적을 달성하기 위해 소셜벤처 창업가들의 경영사례를 분석하여 경제적, 환경적, 사회적 세 가지 관점의 비즈니스 모델을 정립하여 지속가능성을 높일 수 있는 기회를 탐색했다. 본 연구는 기존 선행연구의 한계점을 극복하고자 TLBMC (Triple Layered Business Model Canvas)를 사용하여 소셜벤처가 지녀야할 경제적, 환경적, 사회적 관점으로 다양하게 분석하였다. 그 결과 다음과 같은 시사점을 가지고 있다. 첫째, 경제적 요소를 사회적, 환경적 요구와 연결 가능한 기회를 살펴보았다. 둘째, 소셜벤처의 특성인 환경적 사회적 관점을 실무에 활용 할 수 있음을 확인했다. 셋째, 소셜벤처 비즈니스 모델의 경험 자료를 구축했다. 본 연구는 질적연구의 특징인 참여자의 관점, 참여자의 의미, 참여자의 다양한 주관적 견해에 초점을 맞추어 진행하여, 도출된 전반적인 의미에 대해 연구자의 주장으로 결론이 마무리되는 사례연구로서의 한계를 가지고 있다. 그러나 본 연구의 새로운 접근법은 향후 지속가능한 성공을 위한 새로운 비즈니스 모델 설계의 기회를 제공하고 있다. 또한 실증연구를 위한 기초단계로서 소셜벤처 비즈니스 모델연구에 기초가 될 수 있을 것이다. 지속가능한 비즈니스의 기회를 이해하기 위해 향후 더 많은 사례연구와 개선된 도구에 대한 검증과 피드백에 관련된 연구가 계속 되어야 할 것이다.

Keywords

References

  1. Alt, R., & Zimmermann, H. D.(2001). Preface: introduction to special section-business models, Electronic markets, 11(1), 3-9. https://doi.org/10.1080/10196780122955
  2. Alvord, S. H., Brown, L. D., & Letts, C. W.(2004). Social entrepreneurship and societal transformation: An exploratory study, The Journal of Applied Behavioral Science, 40(3), 260-282. https://doi.org/10.1177/0021886304266847
  3. Amit, R., & Zott, C.(2001). Value creation in e-business, Strategic Management Journal, 22(6-7), 493-520. https://doi.org/10.1002/smj.187
  4. Barnard, Z., & Van der Merwe, D.(2016). Innovative management for organizational sustainability in higher education, International Journal of Sustainability in Higher Education, 17(2), 208-227. https://doi.org/10.1108/IJSHE-08-2014-0120
  5. Blank, S.(2006). The four steps to the epiphany, Successful Strategies for startups that win(2nd ed.).
  6. Byun, H. J., & Ha, H. H.(2015). A Consulting Case Study on the Startup Business through the Use of the BMC, Korean Management Consulting Review, 15(1), 185-193.
  7. Cajaiba-Santana, G.(2014). Social Inovation: Moving the Field Forward. A Conceptual Framework, Technological Forecasting and Social Change, 82(0), 42-51. https://doi.org/10.1016/j.techfore.2013.05.008
  8. Cavalcante, S., Kesting, P., & Ulhoi, J.(2011). Business model dynamics and innovation: (re)establishing the missing linkages, Managements Decision, 49(8), 1327-1342. https://doi.org/10.1108/00251741111163142
  9. Chesbrough, H.(2007). Business model innovation: it's not just about technology anymore, Strategy & Leadership, 35(6), 12-17. https://doi.org/10.1108/10878570710833714
  10. Chesbrough, H., & Rosenbloom, R.(2000). Harvard Business School.
  11. Choi, H. D.(2016). The Impact of Regional and Industry Environments in Shaping the Organizational Identiy of the Social Enterprises, Asia-Pacifc Journal of Business Venturing and Entrepreneurship, 11(4), 17-126.
  12. Creswell, J. W., & Inquiry, Q.(2007). Research design: choosing among five approaches, Sage, Thousand Oaks.
  13. Denzin, N. K., & Lincoln, Y. S.(1994). Handbook of qualitative research, Sage publications, inc.
  14. European Union(2015). How to choose proper business model for social enterprise.
  15. Elkington, J.(1997). Canniblas with forks: the TBL of the 21st century business, Oxford: Capstone.
  16. Franca, C. L., Broman, G., Robert, K. H., Basile, G., & Trygg, L.(2017). An approach to business model innovation and design for strategic sustainable development, Journal of Cleaner Production, 140, 155-166. https://doi.org/10.1016/j.jclepro.2016.06.124
  17. George, G., & Bock, A. J. (2011). The business model in practice and its implications for entrepreneurship research. Entrepreneurship Theory and Practice, 35(1), 83-111. https://doi.org/10.1111/j.1540-6520.2010.00424.x
  18. Gunter, P., & Johannes, F. H.(1999). UpCycling, Chronik Verlag im Bertelsmann LEXIKON Verlag GmbH.
  19. Hatch, J. A.(2002). Doing qualitative research in education settings. Albany, State University of New York Press.
  20. Hamel, G., & Ruben, P.(2000). Leading the revolution, Boston, MA: Harvard Business School Press, 286.
  21. Hwang, S. I.(2017). A Case Study on Social Enterprises as Social Venture in Korea, Asia-Pacifc Journal of Business Venturing and Entrepreneurship, 12(4), 191-200.
  22. Kim, G. M.(2014). A Study on the Design Activation Strategy through Up-cycling Brand Case.study, Journal of Korean Institute of Cultural Product Art & Design, 38, 147-161.
  23. Kim, S. A.(2014). A Study on Business Creation through the Upcycling Design: A case study on the "The nanugi" project, Korea Citation Index, 15(2), 485-495.
  24. Kim, S. C.(2013). A Study on the Application of Bottom of the Pyramid Design Business Model Creation on Korean Style, Doctoral Thesis, Kyung Hee University
  25. Kim, S. K.(2009). An exploratory study on the characters of social enterprise in Korea: issues &implications, Journal of Korean Social Welfare Policy, 36(2), 139-166. https://doi.org/10.15855/swp.2009.36.2.139
  26. Kim, J. K.(2013). A Study on the Brand Activation Strategy for the Recycle Design Product, bulletin, Brand Design Association of Korea, 11(1), 53-66. https://doi.org/10.18852/bdak.2013.11.1.53
  27. Kim, J. S., & Yang, Y. S.(2014). Implications to High-tech Starts-up Driven from Implementing Business Model of Leading High Tech Ventures: A Case Study of KOSDAQ Listed High-tech Ventures, Asia-Pacifc Journal of Business Venturing and Entrepreneurship, 9(2), 23-33.
  28. Kotler, P., Kartajaya, H., & Setiawan, I.(2010). Marketing 3.0: From products to customers to the human spirit, John Wiley & Sons.
  29. Kozlowski, A., Searcy, C., & Bardecki, M.(2015). Corporate sustainability reporting in the apparel industry: An analysis of indicators disclosed, International Journal of Productivity and Performance Management, 64(3), 377-397. https://doi.org/10.1108/IJPPM-10-2014-0152
  30. Kuckertz, A., & Wagner, M.(2010). The influence of sustainability orientation on entrepreneurial intentions - Investigating the role of business experience, Journal of Business Venturing, 25, 524-539. https://doi.org/10.1016/j.jbusvent.2009.09.001
  31. Lecompte, M. D., & Schensul, J. J.(1999). Designing and conducting ethnographic research(Ethonograper's toolkit, Walnut Creek, CA: AltaMira, Vol. 1.
  32. Lee, S. H.(2011). A Study on Direction of development through Analyze the Current state and Limitations of Green Design, Korea Citation Index, 12(3), 378-3811(9).
  33. Lindgren, P., Rasmussen, O. H., Poulsen, H., Li, M., Hinchley, A., Martin, A., ... & Lisby, K.(2012). Open Business Model Innovation in Healthcare Sector, Journal of Multi Business Model Innovation and Technology, 23-52.
  34. Magretta, J.(2002). Why business models matter, Harvard Business Review, 80(5), 86-92.
  35. Mitchell, M., Cirtis, A., & Davidson, P.(2008). Evaluating the process of triple bottom line reporting, Increasing the potential for change, Local Enviroment, 13(2), 67-80. https://doi.org/10.1080/13549830701581937
  36. No, D. M.(2007). Social Economy in Korea: Definition and Application, Civil society & NGO, 5(2), 36-71.
  37. Jang, S. H.(2014). The Efects Social Entrepreneurship and CSR Activites on Performance of Social Enterprise, Asia-Pacifc Journal of Busines Venturing and Entrepreneurship, 9(2), 17-127.
  38. Joyce, A., & Paquin, R. L.(2016). The triple layered business model canvas: a tool to design more sustainable business models, Journal of Cleaner Production, 135, 1474-1486. https://doi.org/10.1016/j.jclepro.2016.06.067
  39. Jang, W. B.(2008). The Actual Conditions and Prospects of Social Enterprise in Korea, Journal of Korean Social Trend and Perspective, 89, 46-74.
  40. Mair, J., Robinson, J., & Hockerts, K. (Eds.). (2006). Social entrepreneurship(p. 3). New York: Palgrave Macmillan.
  41. Osterwalder, A.(2004). The business model ontology, A proposition in a design science approach.
  42. Osterwalder, A., & Pigneur, Y. (2010). Business model generation: a handbook for visionaries, game changers, and challengers. John Wiley & Sons.
  43. Park, J. W., & Kim, D. Y.(2014). The Needs to develope the Entrepreneurial Business Model, Journal of Business Education, 29, 225-238. https://doi.org/10.34274/KRABE.2015.29.6.010
  44. Rha, J. Y.(2010). Business Models for Social Enterprises. the korean venture management review, 13(4), 129-161.
  45. Richardson, J.(2008). The business model: an integrative framework for strategy execution, Strategic change, 17(5-6), 133-144. https://doi.org/10.1002/jsc.821
  46. S. K. Alter.(2002). Case studies in social enterprise: counterpart international's experience, Counterpart International, Washington DC.
  47. Stake, R. E. (1995). The art of case study research. Sage.
  48. Timmers, P.(1998). Business models for electronic markets, Electronic Markets, 8(2), 3-8. https://doi.org/10.1080/10196789800000016
  49. Yang, D. H.(2016). A case study on management of youth entrepreneurs in Social venture, studies on life and culture, Studies on Life and Culture, 39, 103-150.
  50. Yin, R. K. (2017). Case study research and applications: Design and methods. Sage publications.
  51. Zott, C., & Amit, R.(2007). Business model design and the performance of entrepreneurial firms, Organization Science, 18(2), 181-199. https://doi.org/10.1287/orsc.1060.0232