Identification of Social Elements in Business Models Based on the Example of Selected Innovative Enterprises in Poland

Abstract

Purpose | The purpose of this article is to present a preliminary analysis of the business models (BM) of innovative enterprises in terms of their sustainability and to identify the extent to which social aspects are incorporated. Research method | The Triple Layered Business Model Canvas was applied to characterise the BMs, while the Methodological Sheets for Social Life Cycle Assessment (LCA) supported the identification of social aspects. The analysis covered selected innovative enterprises that participated as panellists in three science and technology parks, where research was conducted using the Open Space method. Results | The findings align with existing research on sustainable enterprises and business model development. Owners, managers and employees highlighted the key role of social aspects in fostering innovation. All companies adapted their BMs toward sustainability by integrating social dimensions, though to varying degrees. A stakeholder‑based perspective shows that consumer‑ and community‑related activities are the least developed, while the “workers” category is the most difficult to evaluate. Integrating social aspects into sustainable BMs may yield benefits such as attracting skilled and loyal employees, enhancing organisational resilience, strengthening dynamic capabilities and improving societal readiness for new technologies and social innovations. Originality / value / implications / recommendations | The novelty lies in applying the Triple Layered Business Model Canvas to describe the business models of innovative enterprises. Additional value is provided by the use of the Social LCA methodology to identify and characterise the social components embedded in these BMs.