In response to consumer’s growing attention to the products they consume, front-of-package (FOP) labels have been developed to help them make healthier choices. This research aims to analyse the impact of information attainment on both FOP efficacy and individual empowerment and to measure the influence of FOP and individual empowerment on boycott behaviour. A quantitative approach was selected and a total sample of 353 respondents was collected and analysed using a partial least squares approach. The results show that information attainment affects two variables related to efficacy, namely consumer understanding and helpfulness, and three components of individual empowerment, namely consumer competence, self-determination, and consumer feelings of impact. Furthermore, our study reveals that boycott behaviour is determined by helpfulness and feelings of impact. This research provides better understanding of how consumers perceive FOP labels, how consumers are empowered, and how this influences behaviour.

The use of mobile applications to assist with food decision making has increased significantly. Although food scanner applications provide nutritional information to consumers in the marketplace, little is known about their effects on users’ intentions and behavior. This research investigates whether a mobile food scanner app can influence consumers toward healthier food choices. Four studies tested whether information displayed through a food scanner app (as opposed to no information or front-of-packaging label information) influenced purchase intentions for food products (Studies 1-3) or led consumers to make healthier food choices (Study 4). Application-provided information enhanced hypothetical choice and purchase intentions of healthy products in comparison no information, but it did not influence real behavior when participants made choices in an experimental supermarket. Information provided through a food scanner app was systematically outperformed by front-of-packaging label information.

As digitalization can improve an organisation’s sustainability performance, the literature calls for more research into the relationship between digitalization and the organisation’s portfolio of business models for sustainability (BMfS). This research addresses the role of the organisation’s ecosystem in this relationship. Building on an inductive analysis, we use the case of a proactive multinational company. An in-depth investigation, relying on an analysis of secondary data and interviews, reveals that the ecosystem plays different roles. Firstly, it acts to maintain a balance between the organization’s core business model (BM) and its emerging new BMfS that rely on digitalization. Additionally, it supports the optimization of the organization’s digital resources for its emerging new BMfS that rely on digitalization. Finally, it helps generate new value for the organization’s BMfS. We discuss the implications for practitioners in fostering partnerships to develop more BMfS, and create more environmental benefits through digitalization.

Energy transition is one of the most significant transformation that companies will face over the next decades. It addresses the UN Sustainable Goal #13 on Climate action as it aims to achieve decarbonization targets. Whereas literature dresses a list of motivations and antecedents for a company to address this, the impact of such transformation on the company’s business models remains underexplored and the business case remains to demonstrate. Adopting an in-depth investigation approach, this paper focuses on the case of a global manufacturing company. Building on literature on business models, business model innovation and sustainable business models, it describes antecedents and motivations of the company’s senior managers to define and implement an energy transition strategy. Interviews with senior managers reveal that digitalization is becoming a fundamental pillar of the energy transition and strategy definition of this specific company. Another antecedent is the advancement of specific technologies such as energy storage and electrical vehicle (EV) charging infrastructure that allow decentralization in the management of the energy enabling to move toward business model for sustainability. Last, company culture is central in the decision process of the company to embrace a new strategic approach. This paper contributes to understand the strategic motivations and antecedents of a traditional company to accelerate changes in the business model toward sustainability. Thus, we conclude that the motivations and antecedents to engage in sustainable activities represent a novelty considering the classical view of the business model.