Melodie Cartel

Addressing global sustainability challenges requires a mainstreaming of business models for sustainability (BMfS) in mature industries. However, the presence of an already dominant mainstream business model in an industry tends to hold back BMfS. This article investigates how new types of BMfS can become generally accepted and widely adopted in an industry. It presents a qualitative study of the mainstreaming of BMfS in the Dutch electricity industry. The findings show that this process depends on entrepreneurs’ capacity to (1) incorporate alternative institutional logics into the design of BMfS to achieve optimal distinctiveness and (2) to directly alter the dominant institutional logic of the industry to make it more conducive to BMfS. Furthermore, successful BMfS act as anomalies that indirectly alter the industry’s dominant institutional logic. Anomalies support a self-reinforcing loop that accelerates the mainstreaming process. We integrate these findings into a dynamic model of the mainstreaming of BMfS.