This paper presents a comprehensive review of the literature on sustainable business model innovation. The authors conducted a systematic database search and cross-reference snowballing to identify key concepts, definitions, and research gaps in the field. The study highlights the importance of sustainable business model innovation for achieving long-term competitive advantage and improving organizational sustainability performance. However, research suggests that many business model innovations fail, and the reasons for failure remain underexplored. The paper defines business models as simplified representations of value proposition, value creation and delivery, and value capture elements within an organizational unit. Sustainable business models are defined as business models that incorporate proactive multi-stakeholder management, the creation of monetary and non-monetary value for a broad range of stakeholders, and a long-term perspective. Business model innovation is defined as the conceptualization and implementation of new business models, while sustainable business model innovation is defined as the conceptualization and implementation of sustainable business models. The study identifies a research gap in the implementation of the business model innovation process, the challenges of this process, and the tools to address these challenges. The authors propose research questions to address this gap, including how organizations move from one business model to a more sustainable business model in practice, what phases an organization undergoes when creating new, sustainable business models, and what are the key activities in each of these phases. The study also proposes additional research questions on strategies to develop additional tools to support this process and how organizations use these tools to solve the challenges that arise during the business model innovation process. The paper concludes that sustainable business model innovation is a relatively nascent field of research, and there is a need for further research to understand how organizations move to new, sustainable business models. The study highlights the importance of sustainable business model innovation for achieving long-term competitive advantage and improving organizational sustainability performance. The authors argue that sustainable business models will eventually supersede the notion of business models, similar to how sustainable competitive advantage has superseded competitive advantage. The study also suggests that sustainable business model innovation research might complement established strategic management fields like corporate and product diversification. The research questions aim to develop a sustainable business model innovation framework that could guide companies through their business model innovation process by mapping the necessary key activities, potential challenges, and available tools. This framework would be the basis for developing a tool development framework to develop individual management tools and combine them into comprehensive and potentially synergistic toolboxes.This paper presents a comprehensive review of the literature on sustainable business model innovation. The authors conducted a systematic database search and cross-reference snowballing to identify key concepts, definitions, and research gaps in the field. The study highlights the importance of sustainable business model innovation for achieving long-term competitive advantage and improving organizational sustainability performance. However, research suggests that many business model innovations fail, and the reasons for failure remain underexplored. The paper defines business models as simplified representations of value proposition, value creation and delivery, and value capture elements within an organizational unit. Sustainable business models are defined as business models that incorporate proactive multi-stakeholder management, the creation of monetary and non-monetary value for a broad range of stakeholders, and a long-term perspective. Business model innovation is defined as the conceptualization and implementation of new business models, while sustainable business model innovation is defined as the conceptualization and implementation of sustainable business models. The study identifies a research gap in the implementation of the business model innovation process, the challenges of this process, and the tools to address these challenges. The authors propose research questions to address this gap, including how organizations move from one business model to a more sustainable business model in practice, what phases an organization undergoes when creating new, sustainable business models, and what are the key activities in each of these phases. The study also proposes additional research questions on strategies to develop additional tools to support this process and how organizations use these tools to solve the challenges that arise during the business model innovation process. The paper concludes that sustainable business model innovation is a relatively nascent field of research, and there is a need for further research to understand how organizations move to new, sustainable business models. The study highlights the importance of sustainable business model innovation for achieving long-term competitive advantage and improving organizational sustainability performance. The authors argue that sustainable business models will eventually supersede the notion of business models, similar to how sustainable competitive advantage has superseded competitive advantage. The study also suggests that sustainable business model innovation research might complement established strategic management fields like corporate and product diversification. The research questions aim to develop a sustainable business model innovation framework that could guide companies through their business model innovation process by mapping the necessary key activities, potential challenges, and available tools. This framework would be the basis for developing a tool development framework to develop individual management tools and combine them into comprehensive and potentially synergistic toolboxes.