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    Business models for sustainability in living labs

    Access Status
    Fulltext not available
    Authors
    Burbridge, M.
    Morrison, Greg
    van Rijn, M.
    Silvester, S.
    Keyson, D.
    Virdee, L.
    Baedeker, C.
    Liedtke, C.
    Date
    2016
    Type
    Book Chapter
    
    Metadata
    Show full item record
    Citation
    Burbridge, M. and Morrison, G. and van Rijn, M. and Silvester, S. and Keyson, D. and Virdee, L. and Baedeker, C. et al. 2016. Business models for sustainability in living labs. In Living Labs: Design and Assessment of Sustainable Living, 391-403.
    Source Title
    Living Labs: Design and Assessment of Sustainable Living
    DOI
    10.1007/978-3-319-33527-8_30
    ISBN
    9783319335278
    School
    Sustainability Policy Institute
    URI
    http://hdl.handle.net/20.500.11937/53936
    Collection
    • Curtin Research Publications
    Abstract

    © Springer International Publishing Switzerland 2017.There are an estimated 170 active living labs across the globe. All have common elements but not all of them contribute to the delivery of sustainable living. Here we consider the business models of sustainability in living labs (SusLabs). Specifically we review four active living laboratories that are part of the SusLab North West Europe network. We show that the business cases are different for at least two reasons. One is that each SusLab project has a specific focus even though all are seeking to develop energy efficient innovative products, services or systems. Examples of focus include demonstration projects, knowledge generation through research and business to business development. The other is that each came about for different reasons which might include significant public or private sponsorship, or through academia-business co-creation, and this too is reflected in the business case. We also show that the business cases are not static, but may evolve over time as opportunities are created and as partners develop a clearer understanding of the potential of each SusLab. We propose that, based on a common definition of a SusLab, theoretical considerations and societal needs, as well as insights from the cases, it should be possible to build a business case for a SusLab which draws on knowledge rather than learning-by-doing.

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