Building a Hierarchical Enablers Framework for Service Business Model Innovation for Sustainable Performance: Evidence from Ghana’s Electricity Sector

Abstract

Selecting an appropriate business model innovation for sustainable performance is a complex decision that requires a decision support tool. However, despite the importance of business model innovation (BMI) for sustainable performance, there has been limited investigation into how a hierarchical enabler framework grounded in service-dominant logic contributes to the sustainability of service firms. This study examines the critical enablers of service business model innovation (SBMI) for sustainable performance within the utility sector, particularly the electricity supply sector in Ghana. Using the best–worst method (BWM), this study identifies and prioritizes three main enablers and eleven sub-enablers, addressing a notable gap in understanding their impact on sustainable performance. The findings reveal that service value creation innovation is the most critical primary enabler, with human capital, technological platforms, and value-based pricing constituting the top three sub-enablers for sustainability performance. This study contributes to the service-dominant logic and BMI discourse by providing a novel hierarchical framework that aids managerial decision making in service-oriented firms, particularly in developing economies. The results underscore the need for utility companies to prioritize investments in key areas, such as human capital, technological advancements, and customer-centric approaches, to drive sustainable business practices and improve overall performance.

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