Abstract
Globally, companies are transitioning from environmentally destructive business practices to ones that are more sustainable. New forms of hybrid organisations are also emerging, pursuing multiple objectives simultaneously (e.g., social, economic, and environmental) and implementing divergent processes to achieve their sustainable development missions. This chapter examines a sustainable enterprise in East Africa. It aims to understand how such an enterprise can build a business model to contribute to environmental, societal, and economic transformation. We report the findings of in-depth case study research with the Kenyan sustainable enterprise Corec. Based in Kariobangi (a slum in Nairobi), Corec aims to provide opportunities for marginalised youths through the collection and recycling of waste plastics from slums and dum** sites which are then transformed into building materials and sold to developers and construction companies. The results of this research reveal two important phases by which a sustainable enterprise develops and achieves its triple bottom line mission. First, it builds a business model in which the three mission dimensions (social, environmental, and economic) are intertwined. Second, it innovates business model components to grow and further achieve the sustainable development mission. By providing insights on how sustainable enterprises can effectively build business models to achieve their triple objectives, we contribute to sustainable entrepreneurship and hybrid organisation scholarship on Africa. Limitations and areas for future research are also offered.
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Ciambotti, G., Sottini, A., Littlewood, D., Meru, A.K. (2021). Business Models for Sustainable Development: The Case of a Kenyan Sustainable Enterprise. In: Adae, E.K., Kosiba, J.P.B., Hinson, R.E., Twum, K.K., Newman, N., Nutsugah, F.F. (eds) Responsible Management in Emerging Markets. Sustainable Development Goals Series. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-030-76563-7_9
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