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This study investigates the sustainability models of non-profit and hybrid organizations, which aim to balance economic, social and environmental objectives. The research introduces the Sustainability Model Canvas to analyze these organizations and identify common patterns, unique characteristics and managerial insights to balance the triple bottom line.

The research utilizes the Sustainability Model Canvas to examine the sustainability models of 200 non-profit and hybrid organizations. Data were collected from secondary sources, including articles, reports and websites. The analysis was conducted using the activity system theoretical framework, which helped to identify design elements and themes within the business models of the studied organizations.

The study reveals four primary sustainability model patterns: donated income, earned income, public income and auto-generated income. An additional mixed approach pattern is identified, combining elements from the four primary patterns. The research highlights the parallels between these sustainability models and multi-sided platform business models, offering managerial suggestions for leveraging these patterns to achieve sustainability.

The study is based on secondary data, which may limit the depth of insights compared to primary data collection. At the same time, the chance to consider hybrid organization through multi-sided platform lenses provides relevant contributions to both the literature streams.

The identified sustainability model patterns and managerial suggestions can serve as blueprints for non-profit and hybrid organizations aiming to design or innovate their sustainability models. The Sustainability Model Canvas offers a practical tool for organizations to visualize and balance their triple bottom line objectives.

The research underscores the importance of integrating social and environmental considerations into business models, promoting a holistic approach to sustainability that can lead to broader social and environmental benefits.

This research contributes to the business model literature by extending the focus beyond traditional profit-oriented organizations to include non-profit and hybrid organizations. The introduction of the Sustainability Model Canvas provides a new tool for designing and analyzing sustainability-oriented business models. The study also suggests considering sustainability models as multi-sided platforms, offering new insights for both academic and practical applications.

The purpose is to assess the usefulness of creative vouchers, a specific kind of technology and innovation vouchers (small grants usually given to SMEs to acquire external knowledge) where the knowledge suppliers are creative firms such as design agencies.

A multiple case analysis of four EU-funded pilot voucher schemes was carried out through project reports and semi-structured interviews with relevant stakeholders.

The authors show that creative vouchers are effective policy instruments despite the limited amount of money involved because they trigger new innovation trajectories often in a serendipitous way. The authors also show that the quality of projects and satisfaction of the beneficiaries increase when both proposals and suppliers are screened.

The authors’ conclusions are based on four pilot projects in a specific region of the world (Western Europe). Though two of them were extended to a much bigger scale, their generalizability may be limited. Moreover, the limited number of cases does not permit an analytical evaluation of all the voucher schemes mechanisms.

The findings of this paper can be very useful to policymakers designing voucher schemes and to the companies involved, whether they are providers or beneficiaries. In particular, the voucher allocation mechanisms may have a strong impact on the success of the program.

The innovation spurred by the collaboration with creative firms is generally neither energy-intensive nor capital intensive, but brain intensive, and this is the best way to leverage on the talent of local creative and make companies create value based on immaterial resources.

To the authors’ knowledge, this is the first study of creative vouchers after Bakhsi et al., 2015, and the only one involving several schemes in different countries. It shows the innovation potential of such a little known policy instrument for SMEs. Moreover, it provides insight on how to design a voucher scheme in order to improve its effectiveness.