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Despite the extant literature studies on business model innovation in response to a single (rather than multiple) strategic goal, entrepreneurs mostly approach the business model innovation process as a portfolio of parallel initiatives and solutions to the problems that are to be implemented. In the VUCA (i.e., volatile, uncertain, complex, ambiguous) context, a problem-solving roadmap for business model innovation is particularly relevant. However, the process is far from being easy, and most research focusses on the organisational level of analysis. By building on the cognitive perspective of business model innovation, this study implements an action research methodology to develop a framework that aims to help entrepreneurs structure a business model innovation roadmap that entails the exploitation and exploration activities. The framework has three steps. The first step attempts to build consistency in the problems, strategic goals, and initiatives. The second clusters the initiatives around “Lighthouse Projects”. The last step establishes a timeline and an action plan.

Decarbonisation is seen as a critical factor of environmental protection policies. They include various forms of carbon emission control, carbon pricing, and the use of environmental, social, and governmental (ESG) standards and metrics. Although the urgent need for it was recognised by business communities, decarbonisation process is rather slow because of some contradiction between the interests of the company’s internal and external stakeholders. To solve this problem and achieve corporate strategic goals, we proposed a methodology based on the decoupling effect and green resource orchestration theory. In the paper, we explained the logic of aligning decarbonisation goals with company strategic objectives; described requirements and conditions for that; and confirmed that this approach can be used by companies worldwide.

Humanitarian logistics is a kind of logistics focused on alleviates suffering of vulnerable people. This logistics historically appears after military and commercial logistics, being in the field of disaster management where its specificity is greater. These specific characteristics can be grouped in three big features: decision makers, strategic goals and uncertainty. Main stakeholders are identified (classified into local, national and international level), showing the large number of decision makers involved and the urgent need for coordination between them. Strategic goals and performance measures of humanitarian logistics also are specific, being the most characteristic priority of effectiveness over efficiency. Thus, when designing decision support models in this context it is important to note that a humanitarian logistician cannot value economically the performance and goals achievement as they are lives and suffering. Finally, uncertainty and time pressure are variables that determine the environment in which decisions must be made, with different relevance throughout the process of decision making in disaster management. A brief overview of decision aid models and management systems for humanitarian logistics allows realizing that currently there is a booming of decision models, but a lack of integration of these with the information systems available for disaster management.