| Continuous development | A business model must develop continuously to create value beyond what competitors offer and must understand how the business itself develops over time, and it must take this into consideration for a contemporary development of the business model | Armstrong et al. (2015), Casadesus-Masanell and Ricart (2010), Chesbrough (2007), Manzini and Vezzoli (2003), Mason and Spring (2011), Massa and Tucci (2013), Niinimäki and Hassi (2011), Pedersen and Netter (2015) |
| Revenue streams and profitability | A need to understand in greater depth how a developed business model changes its current revenue streams to secure and identify future revenue streams to achieve long-term profitability | Bocken et al. (2014), Boons and Lüdeke-Freund (2013), Chesbrough (2007), Giesen et al. (2007), Mason and Spring (2011), Osterwalder and Pigneur (2010), Teece (2010) |
| Product‒service system development | A transition from mere products to including more services, that is developing a product‒service system, benefits a sustainable business model development | Armstrong et al. (2015), Durugbo (2013), Jacob and Ulaga (2008), Kindström and Kowalkowski (2009), Kindström (2010), Manzini and Vezzoli (2003), Niinimäki and Hassi (2011), Tukker and Tischner (2006), Tukker (2015) |
| Collaboration | Developing a business model including sustainability requires collaboration with external actors for an impact on a system level | Miles et al. (2005), Niinimäki and Hassi (2011), Stubbs and Cocklin (2008), Tambo (2014) |
| Resources and capabilities | Developing the company’s business, taking into consideration processes, products, technology and future investments with reduced negative environmental impact | Armstrong et al. (2015), Casadesus-Masanell and Ricart (2010), Egels-Zandén et al. (2015), Kozlowski et al. (2018), Mason and Spring (2011), Massa and Tucci (2013), Mol (2015), Tambo (2014), Teece (2010), Zamani et al. (2017) |
| Capturing change | A need for management that can steer the company through both episodic and continuous changes to capture patterns of change in the corporate environment | Bucherer et al. (2012), Giesen et al. (2007), Teece (2010), Weick and Quinn (1999) |
| Identifying barriers | Management capacity to identify and address barriers for business model innovation, in terms of handling and adapting to regulatory barriers, market and financial barriers, and behavioural and social barriers | Bucherer et al. (2012), Laukkanen and Patala (2014), Massa and Tucci (2013), Waldner et al. (2015) |
| Efficiency | Adding sustainability to business model factors such as producing less and being more effective in production will enhance the business model towards increased sustainability | Armstrong and Lang (2013), Lieder and Rashid (2016), Massa and Tucci (2013), Schaltegger et al. (2016), Tukker (2004) |
| Customer perspective | Customer attitudes, behaviours and preferences must be understood, and the company must have a strategy to work with these to influence customers towards more sustainable consumption patterns | Armstrong et al. (2015), Becker-Leifhold (2018), Kathan et al. (2016), Laukkanen and Patala (2014), Lin et al. (2015), Lundblad and Davies (2016), McNeill and Moore (2015), Niinimäki and Hassi (2011), Pedersen and Netter (2015) |