Research Article

Catalysts for Green Economy: How Business Models of Start-ups in Environmental, ESG, and RE100 Technologies Drive Global and Domestic Economic Growth

Chanseo Moon 1 *
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1 Korean Minjok Leadership Academy, Hoengseong 25268, Korea* Corresponding Author
International Journal of Business Studies and Innovation, 5(3), September 2025, 1-7, https://doi.org/10.35745/ijbsi2025v05.03.0001
Submitted: 16 April 2025, Published: 30 September 2025
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ABSTRACT

The linear "take-make-dispose" economic model is unsustainable, driving a global business shift towards sustainable development. This review examines the innovative business models of environmental, social, and governance (ESG)-focused and RE100 start-ups, contrasting them with traditional models centered on short-term financial returns. Sustainable start-ups integrate environmental and social impact with financial viability, redefining success. In this review, how these novel approaches influence global and domestic economies is analyzed, and their capacity to foster new markets, attract green investment, create specialized employment, and drive systemic change is explored. Case studies of Ørsted and Apeel Sciences highlight successful transitions and challenges, such as those faced by Solyndra and Terracycle, emphasizing market competitiveness and scalability. These business models emphasize "net-positive" impacts, integration of AI, ML, and IoT for optimized resource use, and advanced circular economy models. Scalability, affordability, cross-sectoral collaboration, strong policy frameworks, and diverse capital availability are required to maximize economic impact and accelerate the global transition to a sustainable economy.
Keywords: Green economy, Global economy, Start-up, Business model, ESG, RE100, Environment

CITATION (APA)

Moon, C. (2025). Catalysts for Green Economy: How Business Models of Start-ups in Environmental, ESG, and RE100 Technologies Drive Global and Domestic Economic Growth. International Journal of Business Studies and Innovation, 5(3), 1-7. https://doi.org/10.35745/ijbsi2025v05.03.0001

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