Recently, Dr. Sai LAN, together with three co-authors, published a research article titled “Carbon Neutrality and Business Models: Mixed-Method Study of Business Strategies and Decarbonization Pathways” in the international journal Business Strategy and the Environment.

This paper explores how companies design and adapt their business models to effectively achieve carbon neutrality goals, with a particular focus on the energy sector. Employing a mixed-method approach, the study combines a systematic review of 94 existing publications with in-depth interviews of 19 corporate professionals.

The literature review identifies five key areas where decarbonization actions are concentrated within the energy industry:

1. System-wide energy transformation — such as the transition from fossil fuels to renewable energy, supported by business models like bundled service packages and integrated service hubs;
2. Demand-side management, including community-based energy projects and crowdsourced energy trading;
3. Supply-side innovation, involving nuclear energy integration, carbon capture technologies, and microgrid systems;
4. Renewable energy applications, focusing on their economic feasibility and corresponding business models;
5. Electric vehicle ecosystems, addressing models related to battery charging management and recycling.

The study highlights that successful decarbonization business models must address multiple challenges, including cost efficiency, user trust, policy support, and technology integration.

The qualitative interviews further reveal three core dimensions shaping companies'real-world decarbonization pathways:

1. Carbon neutrality strategies, typically following a dual approach of reducing direct emissions and capturing, utilizing, or storing carbon;
2. Strategic energy transition, centered on adopting clean energy sources and improving energy efficiency;
3. Implementation drivers, where companies are motivated by brand reputation, competitive pressure, regulatory requirements, and digital tools—but also face major barriers such as high costs, leadership commitment, organizational culture conflicts, and the balance between environmental and financial performance.

Overall, the study concludes that building successful carbon-neutral business models relies on three foundational pillars: proactive corporate governance to ensure commitment implementation, business model resilience to sustain long-term investment, and multi-stakeholder value co-creation that extends beyond organizational boundaries.

About Professor Sai LAN

Sai LAN

Associate Professor of Innovation & Entrepreneurship
DBA Supervisor at emlyon business school Academic Director of EDP Program
Associate Operation Director of Business
Intelligence Center (BIC)

Dr. LAN has inter-disciplinary education background and rich work experiences in the IT industry in US, such as software architect for tech giant Motorola Inc., and several startup companies in Chicagoland. Dr. Lan earned his PhD in Strategy and Entrepreneurship from University of Illinois at Urbana-Champaign. Then he became a faculty member of Peking University HSBC Business School (PHBS) and served as the founding director of PHBS Research Center for Innovation & Entrepreneurship. Dr. LAN’s research interests focus on Innovation and Entrepreneurship, with special interests in digital platform, open source software ecosystems, and digital transformation.

Dr. LAN has many SSCI and CSSCI journal publications, peer-reviewed academic book chapters, and paper presentations in major academic conferences, including Best Paper Awards in AOM and AIB annual conferences. He used to serve as the Asia Representative for the Academy of Management (AOM) STR division. Dr. LAN provided media commentaries for Shenzhen TV, Phoenix TV, TV Korea, China Daily, Southern Daily, and Global Talents, etc. He also provided consulting and executive training services to companies like Huawei, Rolandberger, Accenture, Byte Dance, China Post, and many tech startups.