Sveinung Jørgensen is Associate Professor at Inland Norway University of Applied Sciences, Norway. He holds a PhD degree from Karlstad University. He does research on the design and innovation of sustainable business models and field experiments on socially and/or environmentally beneficial behaviours. He serves on numerous boards, acts as a strategic business advisor and is an active public speaker.Lars Jacob Tynes Pedersen is Associate Professor and head of the Centre of Ethics and Economics at NHH Norwegian School of Economics, Norway. He holds a PhD degree from the same institution. He does research on the design and innovation of sustainable business models and field experiments on socially and/or environmentally beneficial behaviours. He is an active public speaker and strategic business advisor.

• Chapter 1: Why sustainable business model innovation?.- Chapter 2: The seven steps of the RESTART framework.- Chapter 3: RESTART: what, why, how and so what?.- Chapter 4: Roadmap to a RESTART.- Chapter 5: Redesign rather than standstill.- Chapter 6: Experimentation rather than turnaround.- Chapter 7: Service-logic rather than product-logic.- Chapter 8: The circular rather than the linear economy.- Chapter 9: Alliances rather than solo-runs.- Chapter 10: Results rather than indulgences.- Chapter 11: Three-dimensionality rather than one-dimensionality.- Chapter 12: RESTART before it is too late.- Chapter 13: A recap of the RESTART framework.- Chapter 14: A process model for sustainable business model innovation.- Chapter 15: Avenues for future research.- Chapter 16:  Case study: A RESTART for Scanship.- Chapter 17: Case study: A circular business model for Orkla and BIR?.

Sveinung Jørgensen is Associate Professor at Inland Norway University of Applied Sciences, Norway. He holds a PhD degree from Karlstad University. He does research on the design and innovation of sustainable business models and field experiments on socially and/or environmentally beneficial behaviours. He serves on numerous boards, acts as a strategic business advisor and is an active public speaker.Lars Jacob Tynes Pedersen is Associate Professor and head of the Centre of Ethics and Economics at NHH Norwegian School of Economics, Norway. He holds a PhD degree from the same institution. He does research on the design and innovation of sustainable business models and field experiments on socially and/or environmentally beneficial behaviours. He is an active public speaker and strategic business advisor.

• Chapter 1: Why sustainable business model innovation?.- Chapter 2: The seven steps of the RESTART framework.- Chapter 3: RESTART: what, why, how and so what?.- Chapter 4: Roadmap to a RESTART.- Chapter 5: Redesign rather than standstill.- Chapter 6: Experimentation rather than turnaround.- Chapter 7: Service-logic rather than product-logic.- Chapter 8: The circular rather than the linear economy.- Chapter 9: Alliances rather than solo-runs.- Chapter 10: Results rather than indulgences.- Chapter 11: Three-dimensionality rather than one-dimensionality.- Chapter 12: RESTART before it is too late.- Chapter 13: A recap of the RESTART framework.- Chapter 14: A process model for sustainable business model innovation.- Chapter 15: Avenues for future research.- Chapter 16:  Case study: A RESTART for Scanship.- Chapter 17: Case study: A circular business model for Orkla and BIR?.

Sveinung Jørgensen is Associate Professor at Inland Norway University of Applied Sciences, Norway. He holds a PhD degree from Karlstad University. He does research on the design and innovation of sustainable business models and field experiments on socially and/or environmentally beneficial behaviours. He serves on numerous boards, acts as a strategic business advisor and is an active public speaker.Lars Jacob Tynes Pedersen is Associate Professor and head of the Centre of Ethics and Economics at NHH Norwegian School of Economics, Norway. He holds a PhD degree from the same institution. He does research on the design and innovation of sustainable business models and field experiments on socially and/or environmentally beneficial behaviours. He is an active public speaker and strategic business advisor.

• Chapter 1: Why sustainable business model innovation?.- Chapter 2: The seven steps of the RESTART framework.- Chapter 3: RESTART: what, why, how and so what?.- Chapter 4: Roadmap to a RESTART.- Chapter 5: Redesign rather than standstill.- Chapter 6: Experimentation rather than turnaround.- Chapter 7: Service-logic rather than product-logic.- Chapter 8: The circular rather than the linear economy.- Chapter 9: Alliances rather than solo-runs.- Chapter 10: Results rather than indulgences.- Chapter 11: Three-dimensionality rather than one-dimensionality.- Chapter 12: RESTART before it is too late.- Chapter 13: A recap of the RESTART framework.- Chapter 14: A process model for sustainable business model innovation.- Chapter 15: Avenues for future research.- Chapter 16:  Case study: A RESTART for Scanship.- Chapter 17: Case study: A circular business model for Orkla and BIR?.