In the Thesis Information Package a very helpful model is presented from the book Maxwell - Qualitative Research Design. It helps to keep track of the present state of the research and the proposals.

(I'll work on the graphs later, but it looks something like this) http://tonic.acs.unt.edu/omlit/Maxwell_1996.htm

Goals:

Why this study?

Aid in implementation of FSSD and C2C philosophy through innovation in business models

Methods:

1.  Literature search on business models and how they interact with material flows and value creation.

2. Develop generic criteria for a sustainable (from an FSSD and C2C perspective) business model (what we discussed).

(Karen’s preference: develop a method or tool to enable entrepreneurs to create/assess their own business model from an FSSD and C2C definition of success)

3. Ongoing interviews through all phases of the research.  Initially to help gain understanding of the system, business models, processes of developing business models and how business models interact with the physical and value flows that an organization creates.  As we get further into our research, we will ask for feedback on the tool/criteria that we identify and identify appropriate case studies.

4. Collaboration with incubator (aid entrepreneurs in developing business models that help their business work strategically towards sustainability).  Test the tool or set of criteria that was developed.

5. Additional case studies:  we will seek out and interview existing organizations and analyze their business model with respect to our criteria for a sustainable business model.  We will perform a gap analysis (their current reality vs. sustainable desired future), and assess the potential for our tool/criteria to aid them in moving strategically towards the desired future.

Research Questions:

How can FSSD be incorporated into the creation of business models to enable organizations to contribute to moving society towards sustainability? 

Others as well - there's some in the draft proposal - we should talk about this

Conceptual Framework:

Existing theory and lit review:

The current neo-classical economic paradigm is fundamentally flawed.

In order to reach a sustainable society within the biosphere we need fundamental shifts in the way the economic system affects the system within which it resides (Senge et al. 2001).  “The challenge today is to develop sustainable businesses that are compatible with the current economic reality.” (Senge et al. 2001). “Focussing on ecoefficiency may distract companies from pursuing radically different products and business models – changes that require shifts in mental models.  This is unlikely to occur without mastering the human dimensions of learning and change.” (Senge et al. 2001).  New business logic emerging, begins with rethinking how firms create value and redefines the characters – customers, employees, suppliers – and ultimately the company itself (Senge et al. 2001).  In short, enable ourselves to tell a different story.  Fundamental to understand a customer and serve a genuine need – also, a radical shift in business models.  Decouple the stuff with the value, allow for sustainable development.  Shifts the meaning of ‘customer’ – from consumers to co-creators of value, recognize interdependence with suppliers, distributors and customers needed to build the trust necessary to shift established mental models.

Business models provide a link between vision and core business and operational processes:

Vision/core business

Business Model

Operations

Our proposed conceptual framework:

Henrik Ny’s diagram, of economics as a means for sustainable development towards the creation of environmental and social value (beyond the triple bottom line). 

Entrepreneurs as change agents within communities to enable sustainable development (McKay et al.).  Planning with sustainability in mind at early stages of company development may have important impacts on future business success (the business case for sustainability) and societal welfare (Blankenship et al.). - That thesis has a lot of useful information about process of engagement within an incubator and the current incubator process.  Very useful if we end up collaborating with the incubator up the hill.

I know that I said I was comfortable going at the generic level, and not focusing on the system, or on case studies at a certain level of society.  I've been having second thoughts about that, and think we should discuss it furthur.  I'm not convinced that business models are generic enough that we'll be able to find a definition applicable to all levels and still be able to make specific, and interesting recommendations.  (The larger system is an important component of what makes this topic interesting for me - and will allow me to understand the topic.  I think the more we scale down, the more in-depth and interesting our research will be) - K

Validity:

What data will we collect and what conclusions will we be able to draw from that?

How might we be wrong?

What are the limitations inherent in our approach?

Time limitations (especially when it comes to testing or implementing) – we will probably not get much data back.

What do I need to know?    Why do I need to know this? (i.e. what are my research questions)    What kind of data will answer the questions?    Where can I find the data?    Whom do I contact for access?    Time lines for acquisition