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Ensuring the sustainability of early stage companies and increasing awareness of the need for balancing targets against different stakeholder groups among young companies are not well developed. Young companies, in the first place, want to achieve financial success very often without regard for aspects such as the environment, positive relationships with employees, suppliers or other stakeholder groups, fulfilling requirements of labor law, etc. Another issue is that of companies whose business models are based on actuarially-preferred concepts, such as sharing economy, sustainable development, e-comers, e-commerce, renewable energy, social media, and others. A key issue is the resignation of companies from an approach to business, based on the foundations of classical economics to the sharing economy. Theory and practice seek new solutions in the sphere of value sharing in these new areas of sharing, and innovative forms of its implementation. Intriguing is the relationship of these business models with sustainability issues, as well as wondering how technology can influence sustainability. A contemporary approach to consumer value fits in with the assumption of a shared economy. It is interesting how it affects the assumptions of sustainability of business. The ongoing changes in the value system of potential consumers create new conditions for the design of sustainability business models and creation of innovation.

social enterprises --- performance evaluation --- efficiency --- data envelopment analysis --- social enterprise --- value creation --- product innovation --- social capital --- social value --- green human resource management --- sustainability development --- young companies --- value migration --- value capture --- sustainable business model --- digital economy --- sustainability development --- corporate social responsibility --- sustainable enterprises --- young companies --- socially responsible human resource management --- medical device industry --- medical device start-ups --- start-ups --- success factor --- Korea --- analytical hierarchy process --- China --- entrepreneurship-specific human capital --- incubator --- incubation services --- network involvement --- tenants’ graduation --- coworking space --- creativity --- social climate --- sustainable business model innovation --- opportunity recognition and evaluation --- young firms --- job performance --- mutual support --- role breadth self-efficacy --- coworking space --- digitalization --- business model --- social aspects --- railway companies

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Nowadays, trust is an important determinant in the development of modern organizations. Not only is it becoming an increasingly important element of relationships between entities, but, above all, it positively influences the building of an organization's intellectual capital. This capital can be defined in different ways, but its definition always references elements that determine the potential of sustainable organizations, often in human, social, relational, organizational, and innovation dimensions. Trust is increasingly becoming the key determinant of this capital (Ko?uch, Lenart-Gansiniec, 2017). Trust also has a number of different definitions. However, the basis of many of these definitions is the building of relationships focused on developing some kind of individual or inter-organizational link. Organizational trust is a complicated concept, and it is the basis of all organized activities performed by people in the organization, largely because trust is needed to develop relationships with integrity and commitment. Thus, it is interesting to study the relationship between trust and the building of the intellectual capital of sustainable organizations. Indeed, intellectual capital plays a special role here. It is a guide and a platform for achieving not only a competitive advantage for the sustainable organization, but also a source of value creation in the short and long term. Thus, this strategic hybrid, composed of a business model, strategy, and business processes, is favorable to the development of intellectual capital (Jab?o?ski 2017). Trust is an element that ties this capital to relationships in business. Moreover, it has an integrated character (R.C. Mayer, J. H. Davis, F. D. Schoorman 1995). Assuming that, nowadays, the network paradigm is becoming increasingly important, it is worth asking how the mechanism of building trust-based intellectual capital in a sustainable organization functions as its key asset in the network environment.

trust --- distrust --- control --- project success --- structural equation modeling (SEM) --- trust --- trust management --- logistics service providers --- supply chain management --- collaboration --- trust --- antibiotic resistance --- antibiotics --- cooperation --- large-scale collective action --- Sweden --- coordinating behavior --- trust management --- reciprocity types --- reciprocity-based trust --- inter-organizational exchange relationships --- sustainable relationships --- consumer trust --- CSR --- advertising --- ethical advertising --- shockvertising --- consumer behavior --- apology --- denial --- penance --- opportunistic behaviors --- trust repair --- subcontracting --- scenario-based experiments --- sustainability --- trust --- distress --- transport services --- road freight transport --- modal shift potential --- paradigm shift --- modeling --- prediction --- General Discriminant Analysis --- trust --- international joint venture --- third-country relocation --- foreign direct investment --- asset specificity --- institutional theory --- public collaborative networks --- multilevel research --- trust --- cooperation --- competition --- paradoxes --- trust --- M&A sustainability --- performance --- start-ups --- retained autonomy --- mixed-method research --- interpersonal trust --- sustainable organizations --- competences --- relations --- cooperation --- trust --- quality culture --- universities --- higher education institutions --- conceptual model --- trust --- collaboration --- virtual teams --- integrity --- ability --- online --- strategic hybrids --- business model --- strategy --- business processes --- strategic projects --- water supply companies --- trust --- trustworthiness --- distrust --- water cooperation --- competition --- complexity --- deep uncertainty --- risk perception --- Nzoia river basin --- water policy gaming --- public management --- public-social partnership --- public value --- co-innovation --- sustainability --- trust --- creative industry --- networking --- stakeholders --- DAG scheduling --- trusted entities --- heterogeneous --- MCTS --- cultural routes --- trust --- cooperation networks --- cultural heritage management