Business as Unusual: From the Business Model Canvas to Sustainable Organizational Models

The content of the Business as Unusual module presents a wide range of approaches to business modeling, structures, and innovations, which can be very beneficial for understanding business concepts from less traditional perspectives. The module integrates theoretical concepts, such as metaphorical thinking and visual rhetoric, with practical tools (e.g., Business Model Canvas, Wardley Mapping, ArchiMate). This approach combines the philosophical side of modeling (e.g., the role of imagination and “truths”) with specific tools and strategies for business and startups.

The module also emphasizes the political and cultural contexts of models, which can enrich discussions about their applicability and limitations. This opens up space not only to understand models as static tools but also as dynamic and culturally conditioned artifacts, which is thought-provoking from the standpoint of critical thinking about businesses and organizational forms.

Business Model Generation

“Business Model Generation” [1] is a guide aimed at entrepreneurs, consultants, managers, and innovators that introduces a framework for creating and improving business models. The book introduces the concept of the Business Model Canvas (BMC) – a tool that divides the business model into nine key parts (Customer Segments, Value Propositions, Channels, Customer Relationships, Revenue Streams, Key Resources, Key Activities, Key Partners, and Cost Structure). This tool allows for the visualization, analysis, and creation of new business models with the goal of enhancing innovation and competitiveness.

The book describes various types of business models, such as Unbundling Business Models, The Long Tail, Multi-Sided Platforms, and other innovative approaches to creating value. It also explores how companies can combine different models to gain a competitive advantage and how to effectively implement these models within an organization. The publication includes many illustrations and case studies, helping readers better understand how the models work in practice.

Overall, Business Model Generation is a practical guide for creating and improving business models with an emphasis on visualization and creativity, used by companies worldwide as a tool for innovation and growth.

Donovan A. McFarlane examines the origins, characteristics, comparisons, benefits, and limitations of Osterwalder’s Business Model Canvas in his work. In the introduction, he emphasizes that while the concept of business models is increasingly popular in theory and practice, it remains a new concept for many [2].

In the Genesis section, McFarlane delves into the history of the Business Model Canvas, which Osterwalder first introduced in his dissertation in 2004. The tool continued to evolve until 2010, when Osterwalder and Pigneur defined its nine core building blocks: Value Propositions, Key Activities, Key Resources, Partner Network, Customer Segments, Channels, Customer Relationships, Cost Structure, and Revenue Streams [2].

One interesting passage compares the Business Model Canvas with other approaches to business models, such as those by Hamel (2000), Hedman and Kalling (2003), and Rasmussen (2007). McFarlane shows that while many of these models focus on similar aspects (e.g., customers, resources, or value proposition), each approach emphasizes a different combination of factors, which influences how business models are created [2].

Donovan A. McFarlane’s publication, “Osterwalder’s Business Model Canvas: Its Genesis, Features, Comparison, Benefits, and Limitations”, focuses on an in-depth analysis of the Business Model Canvas created by Alex Osterwalder. McFarlane discusses the origin of this tool, its core building blocks, comparisons with other business models, and the benefits and limitations of this approach. Special attention is given to the use of this model in higher education, where it can serve as an effective tool for identifying key value-creating components and supporting strategic planning [2].

The Business Model Canvas (BMC) is a strategic tool designed by Alex Osterwalder that serves to visualize, create, analyze, and innovate business models. Originally introduced in the form of nine building blocks, this model provides a clear structure for understanding how a business creates, delivers, and captures value.

The Nine Building Blocks of the BMC

The Business Model Canvas consists of the following key elements, which enable a thorough understanding of a business model’s functioning [1]:

Value Proposition: The unique values that the business offers customers to address their needs and problems.
Customer Segments: Specific customer groups that the business targets.
Channels: Various ways through which the business reaches customers and delivers value.
Customer Relationships: The types of relationships the business maintains with customers, such as personal assistance or self-service.
Revenue Streams: Ways in which the business generates revenue from each customer segment.
Key Resources: The most important assets needed to operate the business.
Key Activities: Main activities the business must perform for effective functioning.
Partner Network: External partners and suppliers that support the business’s activities.
Cost Structure: The costs associated with operating the business model.

Benefits of the BMC

The Business Model Canvas helps businesses quickly and easily identify key areas for improvement or innovation. Its clear, visual format makes it an effective tool for both startups and established companies seeking to optimize processes or implement new business strategies [2].

Limitations of the BMC

While the BMC provides a broad overview of business operations, its limitations lie in its simplified structure, which may not always capture the complex dynamics of large organizations or rapidly changing markets. It may also lack the detail needed for specific industry applications, which may require additional tools or models [2].

Overall, the Business Model Canvas is a powerful tool for understanding and developing business models. It allows businesses to focus on key elements of the value chain and supports an innovative approach to business.

The BMC from the Perspective of Information Services Design

Each element of the Business Model Canvas (BMC) can be interpreted through the lens of information services design as follows:

Value Proposition – This element is essential as it defines the unique values and benefits the service brings to users. It’s important that an information service addresses specific user needs and provides genuine value, which can enhance user satisfaction and loyalty.
Customer Segments – This element enables better targeting of specific groups of information service users. For designers, it is crucial to understand who the primary users are and what their needs entail, allowing the service to be tailored to specific segments, thereby enhancing its effectiveness and user experience.
Channels – Channels play a significant role in the distribution of information and service accessibility. Identifying the appropriate channels to reach users and interact with them ensures efficient delivery of content and value. These channels should be optimized for ease of access and user convenience.
Customer Relationships – Building the right type of relationship with users is important, whether through personal support, self-service tools, or user communities. Maintaining these relationships can increase user trust, support, and loyalty toward the service.
Revenue Streams – Although not all information services generate revenue, it is beneficial to understand how a service might be funded. For public and non-profit information services, this element can be adapted to understand and manage funding sources, enabling sustainable service development.
Key Resources – Identifying key resources, such as technology, databases, and personnel, is crucial for ensuring quality content and efficient service operation. Without the right resources, information services cannot be sufficiently reliable or of high quality.
Key Activities – This element includes processes such as data management, content updates, and feature development, which are essential activities that enable information services to remain relevant and up-to-date. Well-defined key activities are necessary to maintain a high level of service.
Partner Network – Collaboration with external partners, such as data sources, developers, or infrastructure providers, is often essential in information services. Properly established partnerships can improve the quality and efficiency of the service and expand its capabilities.
Cost Structure – Understanding the costs associated with running an information service is key for effective resource allocation and sustainability. Optimizing costs can lead to better budget utilization and a focus on improving service quality and innovation.

From the perspective of information services design, the Business Model Canvas is a valuable tool for structured planning, helping to design a service that delivers real value to users, is sustainable, and is managed effectively [1].

The Tragedy of Outdated Organizational Forms

The article The Tragedy of the Form by Juha Leppänen from Demos Helsinki explores how old organizational forms and institutional structures, designed for the industrial era, hinder necessary systemic changes, especially in relation to the climate crisis and economic inequality. Leppänen examines how these outdated forms limit our capacity for collective action and transformation, thus becoming active obstacles to addressing global issues. According to him, societies, governments, and organizations need to develop new forms of collaboration and collective action that are better equipped to meet current challenges.

Leppänen further provides examples of emerging innovative approaches, such as decentralized structures and initiatives like the European Commission’s NetZeroCities program, aimed at achieving carbon-neutral cities across Europe. The article also highlights experiments with organizational forms, including Demos Helsinki’s own model, which focuses on “transformational ethics” and an “impact model” to support a sustainable future.

Leppänen argues that even the language we use and the words we choose can be limiting factors that prevent innovation in organizational forms. He suggests that it is necessary to rethink both current organizational structures and approaches to responsibility and leadership.

Overall, the article calls on society to recognize the obsolescence and ineffectiveness of existing structures and to begin seeking new forms for coordinating and implementing fundamental changes that will lead to a fairer and more sustainable future.

From the perspective of information services design, the approach described in the article highlights the need to reassess how organizational structures and information systems are designed to support complex changes and collective action. Traditional organizational forms, created during the industrial era, can be rigid, hinder rapid adaptation, and fail to respond effectively to new challenges such as the climate crisis or inequality. For information services, this implies several key considerations:

Flexibility and Adaptability: The design of information services should support flexible and modular structures that can easily change and adapt to current needs. This flexibility can lay the foundation for supporting collective actions and a quicker response to global challenges.
Support for New Forms of Collective Action: Information services can serve as platforms for collaboration across organizations and regions, thus facilitating coordination among various stakeholders. This approach might include the use of technologies for decentralized communication or knowledge-sharing tools that transcend traditional organizational boundaries.
Reevaluation of Success Metrics: According to Leppänen, today’s organizations often focus on KPIs and models that reinforce the status quo. Information services could shift away from rigid metrics and focus on qualitative outcomes that better align with long-term systemic changes, such as tracking societal benefits or environmental impact.
Inclusiveness and Openness: Information services design should prioritize open platforms and tools that allow for broad public engagement and democratize access to information. This would strengthen a sense of collective responsibility and enable diverse groups to participate in change initiatives.
New Roles and Languages: Designers of information services could help create a new “language” for organizations that supports shared responsibility and transparent communication between organizations and the public. The language and methods we use to communicate information can significantly influence user engagement and mobilization for collective action.

These principles could lead to innovative designs for information systems that not only facilitate access to information but also support the organization and implementation of transformative changes at a systemic level.

Metaphors in Business

Metaphors in business play a crucial role in how we interpret and understand complex concepts, organize thoughts, and formulate strategies. According to Lakoff and Johnson, our everyday perception and thinking about the world is based on metaphors, which shape our experiences by understanding one phenomenon through another. This approach is evident in the business environment, where metaphors help model abstract concepts, such as organizational structures, innovation, change, and strategies [4].

Metaphorical Thinking in Business

Attributing a Concrete Form

Using metaphors in business allows complex phenomena to take on a concrete, comprehensible form. For instance, the metaphor “time is money” helps people perceive time as a limited resource that must be managed, saved, or invested. This metaphor, common in Western society, leads people to treat time similarly to finances—seeking ways to use, allocate, or “save” it as efficiently as possible [4].

The Company as a Machine

Similarly, the metaphor “the company as a machine” is often used in the business world. This metaphor portrays an organization as a mechanical system, where each part has a specific function and everything operates efficiently according to predetermined processes. While such thinking can be useful in management and organization, it may also obscure the human aspect—namely, that companies are made up of people with emotions, creativity, and individual approaches.

The Importance of Metaphorical Modeling

Shaping Corporate Culture and Leading Change

Metaphorical modeling is essential in a business context, as it allows companies to shape corporate culture, lead change, and communicate visions. For example, the metaphor “change as a journey” suggests that organizational changes are a process with a clear goal that involves overcoming various obstacles. This metaphor not only helps in understanding the process itself but also contributes to a positive attitude among employees toward change, as it is seen as a step toward a better future [4].

The Company as an Ecosystem

Considering the model “the company as an ecosystem” offers a completely different perspective on an organization. This metaphor implies that a company is a living organism that evolves depending on its environment and interactions with others. Such thinking can support values of cooperation, diversity, and adaptability, which are key elements in today’s dynamic business environment.

Main Benefits and Limitations of Metaphorical Modeling

Understanding Complex Concepts

Metaphors not only help us better understand complex concepts but also shape how we interact with these concepts. However, Lakoff and Johnson caution that metaphors can also conceal certain aspects of concepts that don’t align with the chosen metaphor. For example, the metaphor “argument as war” emphasizes the combative aspect of argumentation, potentially overshadowing opportunities for cooperation and mutual understanding [4].

Hidden Aspects and Opportunities

Similarly, metaphors in business can lead us to focus on certain aspects while leaving others hidden. For instance, the metaphor “competition as war” might cause an organization to overlook opportunities for collaboration with other entities, which could offer long-term advantages.

A Critical Approach to Metaphorical Modeling

Ultimately, it is crucial for leaders and managers to approach metaphorical modeling with awareness and a critical mindset. Recognizing that metaphors only partially capture complex concepts and expanding them to include other perspectives can help avoid simplified or misleading interpretations of situations.

Metaphors are a powerful tool for business modeling, enabling managers and leaders to communicate more effectively and manage complex processes. However, like any tool, metaphors have their limitations. Effectively using metaphorical imagination in business requires the ability to combine different metaphors and think critically about which aspects they highlight and which they conceal. This approach allows for more effective and conscious strategic decision-making that considers both the organization’s specific goals and the broader dynamics of the business environment [4].

The Importance of Metaphors in Information Services Design

Framework for Perceiving Interaction

Metaphors play an important role in the design of information services because they provide a framework through which users perceive their interaction with the system (technology, etc.). An example is the “computer folder” metaphor, which translates concepts from the physical world (like organizing documents in folders) into the digital realm, making computer use simpler. Without this metaphor, users would need to learn entirely new abstract principles for storing and organizing data, which could be challenging for many.

Spatial Metaphors

Spatial metaphors, such as “home page” or “navigation,” are also frequently used in information services, helping users orient themselves within system interfaces. These metaphors enhance clarity and intuitiveness but can become problematic if they no longer meet the needs of complex systems or restrict design possibilities.

The Designer’s Approach to Metaphors

A designer should approach metaphors critically, evaluating whether the chosen metaphor truly enhances the user experience or if it may be too limiting. As Lakoff and Johnson point out, metaphors allow us to focus on certain aspects of a concept while concealing others [4]. A designer should be able to identify which aspects they want to highlight for users and which might be less useful or even misleading.

Examples of Successful Metaphor Use

For instance, if a designer creates an information system using the metaphor “database as a library,” where information is organized and categorized similarly to books on shelves, it may be helpful for users familiar with physical libraries. On the other hand, this metaphor could obscure the possibilities of dynamic data structures, such as real-time search or automated data analysis. The designer should consider whether this metaphor truly reflects modern user needs or if a new concept that better aligns with digital capabilities would be more effective.

Metaphorical Modeling as a Design Tool

For designers of information services, the ability to create and adapt metaphors to serve their intended purpose and enhance usability is essential. A designer who can effectively use metaphorical modeling offers users a system that is easy to learn and provides a satisfying user experience. For example, the metaphor of the “cloud” allows users to understand that their data is accessible from anywhere without needing to know technical details, such as the physical location of servers or data distribution methods.

However, designers should recognize that metaphors are tools, not absolute truths. In information design, experimenting with various metaphors and observing how they affect user understanding and interaction is advisable. A critical reflection on which aspects of a concept a given metaphor highlights and which it conceals can lead to more informed and innovative designs.

Metaphors are an invaluable tool in the design of information services, simplifying understanding and accessibility. Nonetheless, they should be approached with a critical perspective. A designer who can recognize the strengths and limitations of metaphors will be able to create solutions that not only meet user expectations but also challenge conventional thinking about information systems. This mindful approach to metaphorical modeling in design enables effective and innovative creation that aligns with technological advancements and evolving user needs [4].

Viable System Model: A Tool for Organizational Sustainability and Efficiency

The article The Viable System Model: An Introduction to Theory and Practice focuses on the Viable System Model (VSM), a systems theory developed by Stafford Beer to ensure organizational viability in dynamic and complex environments. VSM is based on the principles of cybernetics and complexity management, defining five systems within an organization that must be interconnected and coordinated for the organization to function effectively [6][7]. This model serves as a framework for redesigning organizational structure to better handle complexity and promote long-term sustainability.

Historical Context and Theoretical Foundation

The VSM is inspired by William R. Ashby’s Law of Requisite Variety, which asserts that a system must be able to cope with the variety of its environment to remain viable [22]. Beer defined five core systems (Systems 1 to 5), each representing different organizational functions—from operational units to strategic management [5][6].

Structure of the VSM

Each of the five systems plays a specific role within the organization. System 1 encompasses the organization’s core operations, while System 5 defines its strategic direction and organizational identity. This structure allows the organization to address current challenges (“Inside and Now”) and adapt to future developments (“Outside and Then”) [7][9].

Practical Application – Case Study of Max Clean

The article presents the case of the Mexican company Max Clean, which implemented the VSM to enhance its viability and sustainability. The company faced challenges such as labor shortages and environmental risks. Through VSM, steps were taken to increase autonomy at various management levels, minimize micromanagement, and establish new key performance indicators (KPIs) to measure progress [24][26].

Results and Benefits

The VSM enabled Max Clean to improve efficiency, optimize processes, and reduce its environmental footprint. The article demonstrates that VSM supports the long-term viability of organizations by helping them manage complexity and adapt to change [20][28].

Future Potential of VSM Development

The authors suggest that VSM could be used as a framework for sustainability and resource management, particularly through innovative self-organizing structures and new metrics for tracking environmental impacts [30]. They also highlight the potential of VSM to foster the development of organizations that operate as ecosystems in harmony with nature, an approach inspired by industrial ecology [29].

The article concludes that, fifty years after its creation, the VSM remains a relevant tool for improving organizational structure, efficiency, and sustainability. The authors emphasize that VSM has the potential to help organizations develop adaptive capabilities necessary for sustainable strategies in today’s world [7][5][30]. VSM could play a key role in transforming organizations into more efficient, flexible, and environmentally-friendly systems.

VSM in the Context of Information Services Design

From an information services design perspective, the Viable System Model (VSM) offers valuable concepts for creating systems that are not only functional and efficient but also adaptive and sustainable over the long term. The primary goal of information services is to provide users with information that is current, relevant, and easily accessible. VSM introduces a structured framework that can assist information systems designers in managing the complexity, dynamism, and diversity often present in complex information ecosystems [5].

Key Insights from VSM Applicable to Information Services Design

Modularity and Self-Organization: VSM emphasizes the importance of autonomous yet coordinated systems (Systems 1 through 5) within an organization [7]. This principle is equally applicable to information services, where modularity and the ability of individual parts to operate independently yet align with the overall structure enhance their responsiveness to change. For instance, a modular library system design could enable quick adaptation to new information needs without requiring a complete system overhaul.
Ensuring “Requisite Variety”: VSM uses Ashby’s Law of Requisite Variety, which highlights that a system must have sufficient diversity to effectively handle the varied stimuli from its environment [22]. For information services design, this implies that the system should be capable of addressing diverse user needs and adapting to a broad spectrum of information. This approach is essential, particularly in public information services that serve various user groups with different expectations and knowledge levels.
Support for Adaptive Management and Decision-Making: Within VSM, System 4 and System 5 represent strategic management and adaptation to the external environment [5][24]. In information services, this translates to a need for flexible management and the ability to adjust strategy based on current trends and technological changes. Libraries and archives, for example, could use these principles to better respond to shifts toward digitalization and cloud services, thereby enhancing their resilience and relevance in the digital age.
Ecological and Social Impact: VSM also emphasizes the ecological and social aspects of sustainability, a crucial consideration for modern information services design. Sustainable information systems should incorporate not only efficient resource management but also minimal negative environmental impact [28]. Information services can, for example, reduce their environmental footprint through digital transformation, minimizing paper use, and improving energy efficiency in operations.
Future Applications in Information Ecosystems Design: The authors suggest that VSM has the potential to serve as a model for designing complex information ecosystems, where each subsystem functions as an autonomous unit tailored to specific users or data types [30]. This approach could support the design of digital platforms and information systems that integrate data from various sources and serve diverse user communities, which is particularly beneficial in public services and education.

VSM introduces a comprehensive approach to information services design, combining elements of adaptive management, ecological sustainability, and the ability to meet diverse user needs. This model can inspire the creation of information systems that not only streamline service delivery but also respond to broader social and environmental needs. In the context of information design, VSM serves as a tool that can help organizations deliver higher quality and more sustainable services [5].

Resources

[1] Osterwalder, Alexander, a Yves Pigneur. Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers. Hoboken, NJ: Wiley, 2010. ISBN: 978-0-470-87641-1.
[2] McFarlane, Donovan A. „Osterwalder’s Business Model Canvas: Its Genesis, Features, Comparison, Benefits and Limitations.“ Westcliff International Journal of Applied Research 1, no. 1 (2017): 10-28. Online: https://www.westcliff.edu/wp-content/uploads/2019/08/McFarlane-2017-12.pdf
[3] J. Leppänen, „The Tragedy of the Form,“ Demos Helsinki, 21. září 2022. [Online]. Dostupné z: https://demoshelsinki.fi/2022/09/21/the-tragedy-of-the-form/
[4] https://ceulearning.ceu.edu/pluginfile.php/100337/mod_forum/attachment/9319/Metaphors%20We%20Live%20By.pdf
[5] Espinosa A., Walker J., & Martinez-Lozada A. The Viable System Model: An Introduction to Theory and Practice. Journal of Systems Thinking. Dostupné z: https://www.scienceopen.com/hosted-document?doi=10.54120/jost.000004
[6] Beer S. The heart of enterprise. John Wiley & Sons; 1979.
[7] Beer S. Diagnosing the System for Organisations. John Wiley & Sons; 1985.
[8] Schwaninger M, Scheef C. A Test of the Viable System Model: Theoretical Claim vs. Empirical Evidence. Cybernetics and Systems. 2016. pp. 544–569. doi:10.1080/01969722.2016.1209375
[9] Espejo R, Harnden R. The Viable System Model: Interpretations and Applications of Stafford Beer’s VSM. Wiley; 1989. Dostupné z: https://play.google.com/store/books/details?id=a-axAAAAIAAJ
[10] Espejo R, Raul E, Espejo R, Schuhmann W, Schwaninger M, Bilello U. Organizational Transformation and Learning: A Cybernetic Approach to Management. Wiley; 1996.
[11] Yolles M. Organizations as Complex Systems: An Introduction to Knowledge Cybernetics. IAP; 2006. Dostupné z: https://play.google.com/store/books/details?id=dfsnDwAAQBAJ
[12] Walker J. The Viable systems Model: A guide for co-operatives and federations. 2006. Dostupné z: https://metaphorum.org/wp-content/uploads/2022/11/vsm-coop-walker.pdf
[13] Espinosa A. A cybernetic re-evaluation of socio-economic development programs. Kybernetes. 2006. pp. 30–44. doi:10.1108/03684920610640218
[14] Schwaninger M. Intelligent Organizations: Powerful Models for Systemic Management. Springer Science & Business Media; 2008. Dostupné z: https://play.google.com/store/books/details?id=TaqQZZrHYD_kC
[15] Christopher WF. Holistic Management: Managing What Matters for Company Success. John Wiley & Sons; 2007. Dostupné z: https://play.google.com/store/books/details?id=3JgiGMVnatwC
[16] Hoverstadt P. The Fractal Organization: Creating sustainable organizations with the Viable System Model. John Wiley & Sons; 2008. Dostupné z: https://play.google.com/store/books/details?id=of_OQGAhfS8C
[17] Leonard A. The Viable System Model and Its Application to Complex Organizations. Systemic Practice and Action Research. 2009. pp. 223–233. doi:10.1007/s11213-009-9126-z
[18] Espejo R, Reyes A. Organizational Systems: Managing Complexity with the Viable System Model. Springer Science & Business Media; 2011. Dostupné z: https://play.google.com/store/books/details?id=zMaZgw2a7DAC
[19] Pérez Ríos JM. Design and Diagnosis for Sustainable Organizations: The Viable System Method. Springer Science & Business Media; 2012. Dostupné z: https://play.google.com/store/books/details?id=LJH1MCMsMXoC
[20] Espinosa A, Walker J. A Complexity Approach to Sustainability: Theory and Application. World Scientific; 2011. Dostupné z: https://play.google.com/store/books/details?id=9yHDj7MSSE8C
[21] Espinosa A, Harnden R, Walker J. A complexity approach to sustainability – Stafford Beer revisited. European Journal of Operational Research. 2008. pp. 636–651. doi:10.1016/j.ejor.2007.03.023
[22] Ashby WR. Requisite Variety and Its Implications for the Control of Complex Systems. In: Klir GJ, editor. Facets of Systems Science. Boston, MA: Springer US; 1958. pp. 405–417. doi:10.1007/978-1-4899-0718-9_28
[23] Beer S. Beyond Dispute: The Invention of Team Syntegrity. Wiley; 1994. Dostupné z: https://play.google.com/store/books/details?id=VwVPAAAAMAAJ
[24] Martinez-Lozada AC, Espinosa, A. Corporate Viability and Sustainability: A Case study in a Mexican Corporation. Systems Research and Behavioural Sciences. 39(1). 2020. pp. 143-158.
[25] Espinosa A, Reficeco E, Martínez A, Guzmán D. A methodology for supporting strategy implementation based on the VSM: A case study in a Latin-American multi-national. European Journal of Operational Research. 2015. pp. 202–212. doi:10.1016/j.ejor.2014.06.014
[26] Espinosa A, Walker J. Complexity management in practice: A Viable System Model intervention in an Irish eco-community. European Journal of Operational Research. 2013. pp. 118–129. doi:10.1016/j.ejor.2012.09.015
[27] Espinosa A, Duque C. Complexity management and multi-scale governance: A case study in an Amazonian indigenous association. European Journal of Operational Research. 2018. pp. 1006–1020. doi:10.1016/j.ejor.2017.07.049
[28] Panagiotakopoulos PD, Espinosa A, Walker J. Sustainability management: insights from the Viable System Model. Journal of Cleaner Production. 2016. pp. 792–806. doi:10.1016/j.jclepro.2015.11.035
[29] Jackson MC. Systems Thinking: Creative Holism for Managers. CreateSpace Independent Publishing Platform; 2006. Dostupné z: https://play.google.com/store/books/details?id=1w43tAEACAAJ
[30] Espinosa A. Sustainable Self-Governance in Businesses and Society: the Viable System Model in action. London: Francis & Taylor, Routledge; 2023.