South Florida Journal of Development,
Journal Year:
2024,
Volume and Issue:
5(12), P. e4802 - e4802
Published: Dec. 18, 2024
En
el
desarrollo
de
este
capítulo
se
hará
una
revisión
historia
la
evolución
del
concepto
emprendimiento
hasta
actualidad
y
su
aplicabilidad
en
empresarial,
siendo
cada
elemento
un
factor
clave
lo
cual
sirve
como
herramientas
para
crecimiento
las
empresas
sus
diferentes
ámbitos.
Asimismo,
contemplara
posicionamiento
marca
a
partir
preferencias
los
consumidores
quienes
través
estrategias
comerciales
ven
seducidos
adquirir
servicio
o
producto,
branding
eficiente
conseguir
fidelización
clientes
mercado
vez
más
competitivo,
igual
manera
analiza
integración
marketing
digital
e-commerce
s-commerce
generar
continuo
al
hacer
empresa
entornos
digitales.
Management & Sustainability An Arab Review,
Journal Year:
2025,
Volume and Issue:
unknown
Published: Jan. 31, 2025
Purpose
This
study
examines
the
ethical
challenges
faced
by
Jordanian
enterprises
in
implementing
sustainable
business
models
(SBMs)
aligned
with
Sustainable
Development
Goal
12
(SDG
12)
–
Responsible
Consumption
and
Production.
It
focuses
on
how
economic
constraints,
cultural
influences
sustainability
awareness
shape
these
an
emerging
market
context.
Design/methodology/approach
A
quantitative
research
approach
was
used,
involving
a
survey
of
496
leaders
across
various
sectors
Jordan.
The
data
were
analyzed
using
structural
equation
modeling
(SEM)
SmartPLS
to
assess
relationships
among
factors,
SBMs.
Findings
findings
indicate
that
significant
arise
from
Jordan’s
such
as
resource
scarcity
limited
access
finance,
which
complicate
alignment
SDG
12.
Cultural
values,
particularly
emphasis
community
social
cohesion,
play
crucial
role
decision-making.
However,
lack
education
intensifies
challenges,
especially
small
medium
(SMEs).
Practical
implications
highlights
need
for
policymakers
provide
financial
support
incentives
promote
practices.
Business
are
encouraged
integrate
values
into
decision-making
invest
mitigate
challenges.
Originality/value
provides
new
insights
dimensions
SBMs
markets,
offering
practical
recommendations
enhancing
resource-constrained
environments
like
Organization & Environment,
Journal Year:
2024,
Volume and Issue:
37(2), P. 194 - 220
Published: April 12, 2024
What
makes
a
business
model
sustainable?
To
answer
this
question,
we
conducted
systematic
review
of
390
journal
articles
on
models
for
sustainability
(BMfS).
Building
the
activity
system
perspective,
engaged
in
an
active
categorization
process,
which
identified
26
groups
focused
12
design
themes.
These
activities
and
themes
are
associated
with
organizations’
potential
to
use
their
contribute
sustainable
value
creation.
Our
analysis
also
revealed
that
can
be
related
three
overarching
functions
BMfS:
maintaining,
unlocking,
sharing
value.
findings
indicate
these
play
pivotal
role
creating
through
models.
The
serve
as
guiding
principles
organizations
seeking
make
sustainable,
while
provide
foundation
theorizing
creation
Behavioral Sciences,
Journal Year:
2025,
Volume and Issue:
15(1), P. 86 - 86
Published: Jan. 18, 2025
Family
farmers
face
various
business
risks,
including
natural
disasters,
policies,
technology
adoption,
and
market
uncertainties.
This
paper
develops
a
conceptual
framework
for
the
formation
mechanism
of
family
farmers’
adaptation
behaviors
by
linking
“risk
perception,
key
beliefs,
behavior”.
Using
microdata
from
363
in
Sichuan
Province,
China,
applying
ordered
logit
model
regression
analysis,
we
find
that
both
risk
perception
beliefs
positively
influence
behavior.
Key
partially
mediate
this
relationship,
while
preference
negatively
moderates
effect
on
Additionally,
with
higher
farm
profit
levels
larger
social
networks
are
more
likely
to
engage
who
have
education,
older,
operate
larger-scale
farms,
male
exhibit
stronger
perceptions.
By
incorporating
a
triple
bottom
line
approach
that
considers
the
interests
of
wide
range
stakeholders
from
resilience,
emissions,
governance
and
stewardship
perspective,
Sustainable
Business
Models
(SBM)
serve
as
key
driver
competitive
advantages
for
firms.
But
SBM
can
also
act
environmental
innovation
understood
firm´s
capacity
to
reduce
costs
burdens
its
customers,
thereby
creating
new
market
opportunities
through
technologies,
processes,
eco-designed
products.
This
paper
explores
this
possible
association
further,
whether
strength
board
directors
main
policy
body
strategy
plays
substantive
or
complementary
role
in
firms'
improve
their
innovation.
using
European
sample
2018-2022
basis
analysis,
finds
integrating
sustainability
considerations
into
firms
by
establishing
benefits
guide
ensuring
improving
associated
with
In
addition,
our
findings
support
effective
work
board's
–
terms
gender
diversity,
independence,
attendance,
CEO
non-duality
strategy.
Finally,
specific
sectorial
effect
is
supported
examining
environmentally
sensitive
industries
where
positive
influence
having
supported,
however,
symbiosis
executive
only
remains
significant
those
categorized
(mining,
utilities,
production,
financial).
these
contexts,
combination
well-structured
an
creates
more
favorable
environment
raising
impactful
innovations.
Corporate Social Responsibility and Environmental Management,
Journal Year:
2024,
Volume and Issue:
31(6), P. 6061 - 6074
Published: July 9, 2024
Abstract
Stakeholder
engagement
has
been
at
the
forefront
of
organisational
sustainability
debate,
particularly
focusing
on
operational
practices
(OSP).
While
literature
increasingly
focuses
sustainable
business
models
(SBMs)
and
relationship
to
OSP,
research
stakeholder
in
SBMs
how
this
relates
OSP
scarce.
Based
case
study
research,
paper
contributes
debate
by
first
providing
empirical
evidence
for
implementing
SBMs.
Second,
proposes
flow
model,
highlighting
need
be
adapted
relation
OSP.
is
often
continuous
a
broad
range
stakeholders,
successfully
may
also
require
changing
both
terms
approach
role
stakeholders.
The
results
advance
theoretical
support
practitioners
rethink
evaluate
their
efforts
when
aiming
implement
