A case study of sustainable business model innovation: Bridging the ideation-implementation gap in the New Zealand tertiary education sector
Kininmonth, Anne Marie
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Citation:Kininmonth, A. M. (2023). A case study of sustainable business model innovation: Bridging the ideation-implementation gap in the New Zealand tertiary education sector. (Unpublished document submitted in partial fulfilment of the requirements for the degree of Master of Applied Management). Southern Institute of Technology | Te Pūkenga, New Zealand. https://hdl.handle.net/10652/5920
Permanent link to Research Bank record:https://hdl.handle.net/10652/5920
Sustainable Business Model Innovation (SBMI) is a nascent concept with few case studies, a paucity of research applied to some contexts and underexplored advantages and challenges. The purpose of this qualitative case study was to develop theory on how to accelerate SBMI and bridge the ideation-implementation gap by assessing the processes employed within the Tertiary Education Sector (TES) and Tertiary Education Organisations (TEOs) in New Zealand, and by exploring the associated barriers and drivers that enable and inhibit innovating the business model for sustainability. Senior managers and staff involved in implementing sustainability at their respective TEOs were interviewed, and secondary data sources were used. Using thematic and comparative analyses, six themes were identified: (1) existing knowledge and awareness, (2) innovating toward sustainability, (3) organisational structure and leadership, (4) resourcing sustainability, (5) measuring sustainability, and (6) external impacts on sustainability. The six themes revealed several conditions, considerations, and influencing factors that affect the acceleration of SBMI and bridging the gap between ideation and implementation. These include a broadening and diverse understanding of sustainability, culture and individual values, TEO structure, strategic frameworks, planning and policies, locally driven development meeting regional needs, technological solutions, top-level management support, transparent and simple decision-making processes, investment in skills, sufficient and easily accessible resourcing tools to communicate, monitor and assess progress, legislation, government policies, market conditions, and the Sustainable Development Goals. Future research is required to provide more guidance on how organisations and decision-makers can leverage SBMI in the TES, on how to further conceptualise, design, and implement SBMI, and regarding the inclusion of more stakeholders and technologies.
Keywords:New Zealand, Tertiary Education Organisations (TEOs), Tertiary Education Sector (TES), business strategies, sustainability, innovation, case studies, modelling, tertiary institutions
ANZSRC Field of Research:3507 Strategy, management and organisational behaviour, 390303 Higher education
Degree:Master of Applied Management, Southern Institute of Technology | Te Pūkenga, New Zealand
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