A framework to navigate sustainability in business networks: the transformative business sustainability (TBS) model

The purpose of this paper is to describe a transformative business sustainability (TBS) model of stakeholders and sources in sustainable business practices with an interface and exchange node of resource residuals.
The research is based upon a grounded methodology drawn from four in-depth case studies, spanning over six years in different countries and industries. Data were gathered from multiple sources, and interview transcriptions were returned to interviewees for clarification, accuracy, final proofreading and approval.
The TBS model complements existing research by emphasising the importance of commitment to an overarching vision through corporate leadership assigning areas of strategic priority that respond to current and future environmental regulation and social needs.
Efforts aimed towards business sustainability and application of sustainable business practices in business networks include interfaces and interactions between involved stakeholders and sources. We argue that stakeholders and sources should be recognised as intertwined, where resources used in activities in a business network causing resource residuals may be recovered and reused by other actors in the business network.
The TBS model can be used by managers to plan, implement and assess practices to provide a holistic view of sustainable business activities that supports the development of a company and its network. It may also be used to map and navigate interactions between elements within and external to the company.
The principal contribution of the current research is twofold, a TBS model and a tool to map and navigate corporate sustainability efforts.