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Hibernation, the dead storage period when a mobile phone is still retained by the user at its end-of-life, is both a common and a significant barrier to the effective flow of time-sensitive stock value within a circular economic model. In this paper we present the findings of a survey of 181 mobile phone owners, aged between 18-25years old, living and studying in the UK, which explored mobile phone ownership, reasons for hibernation, and replacement motives. This paper also outlines and implements a novel mechanism for quantifying the mean hibernation period based on the survey findings. The results show that only 33.70% of previously owned mobile phones were returned back into the system. The average duration of ownership of mobile phones kept and still in hibernation was 4years 11months, with average use and hibernation durations of 1year 11months, and 3years respectively; on average, mobile phones that are kept by the user are hibernated for longer than they are ever actually used as primary devices. The results also indicate that mobile phone replacement is driven primarily by physical (technological, functional and absolute) obsolescence, with economic obsolescence, partly in response to the notion of being 'due an upgrade', also featuring significantly. We also identify in this paper the concept of a secondary phone, a recently replaced phone that holds a different function for the user than their primary phone but is still valued and intentionally retained by the user, and which, we conclude, should be accounted for in any reverse logistics strategy.

Purpose The aim of this study is to explore the literature surrounding the environmental impact of mobile phones and the implications of moving from the current business model of selling, using and discarding phones to a product service system based upon a cloud service. The exploration of the impacts relating to this shift and subsequent change in scope is explored in relation to the life cycle profile of a typical smartphone. Methods A literature study is conducted into the existing literature in order to define the characteristics of a Btypicalŝ martphone. Focus is given to greenhouse gas (GHG) emissions in different life cycle phases in line with that reported in the majority of literature. Usage patterns from literature are presented in order to show how a smartphone is increasingly responsible for not only data consumption but also data generation. The subsequent consequences of this for the balance of the life cycle phases are explored with the inclusion of wider elements in the potential expanded mobile infrastructure, such as servers and the network. Results and discussion From the available literature, the manufacturing phase is shown to dominate the life cycle of a Btypical^smartphone for GHG emissions. Smartphone users are shown to be increasingly reliant upon the internet for provision of their communications. Adding a server into the scope of a smartphone is shown to increase the use phase impact from 8.5 to 18.0 kg CO 2 -eq, other phases are less affected. Addition of the network increases the use phase by another 24.7 kg CO 2 -eq. In addition, it is shown that take-back of mobile phones is not effective at present and that prompt return of the phones could result in reduction in impact by best reuse potential and further reduction in toxic emissions through inappropriate disposal. Conclusions The way in which consumers interact with their phones is changing, leading to a system which is far more integrated with the internet. A product service system based upon a cloud service highlights the need for improved energy efficiency to make greatest reduction in GHG emissions in the use phase, and gives a mechanism to exploit residual value of the handsets by timely return of the phones, their components and recovery of materials.

Abstract:The Planetary Boundaries (PB) framework represents a significant advance in specifying the ecological constraints on human development. However, to enable decision-makers in business and public policy to respect these constraints in strategic planning, the PB framework needs to be developed to generate practical tools. With this objective in mind, we analyse the recent literature and highlight three major scientific and technical challenges in operationalizing the PB approach in decision-making: first, identification of thresholds or boundaries with associated metrics for different geographical scales; second, the need to frame approaches to allocate fair shares in the 'safe operating space' bounded by the PBs across the value chain and; third, the need for international bodies to co-ordinate the implementation of the measures needed to respect the Planetary Boundaries. For the first two of these challenges, we consider how they might be addressed for four PBs: climate change, freshwater use, biosphere integrity and chemical pollution and other novel entities. Four key opportunities are identified: (1) development of a common system of metrics that can be applied consistently at and across different scales; (2) setting 'distance from boundary' measures that can be applied at different scales; (3) development of global, preferably open-source, databases and models; and (4) advancing understanding of the interactions between the different PBs. Addressing the scientific and technical challenges in operationalizing the planetary boundaries needs be complemented with progress in addressing the equity and ethical issues in allocating the safe operating space between companies and sectors.

PurposeBusinesses are always seeking resilient strategies so they can weather unpredictable competitive environments. One source of unpredictability is the unsustainability of commerce's environmental, economic or social impacts and the limitations this places on businesses. Another is poor resilience causing erroneous and unexpected outputs. Companies prospering long-term must have both resilience and sustainability, existing in a symbiotic state. This paper explores the two concepts and their relationship, their combined benefits and proposes an approach for supporting decision-makers to proactively build both characteristics. Design/methodology/approach The paper looks at businesses as complex adaptive systems, how their resilience and sustainability can be defined and how these might be exhibited. It then explores how they can be combined in practice. FindingsThe two qualities are related but have different purposes, moreover resilience has two major forms related to timescales. Both kinds of resilience are identified as key for delivering sustainability, yet the reverse is also found to be true. Both are needed to deliver either and to let businesses flourish. Practical implicationsAlthough the ideal state of resilient sustainability is difficult to define or achieve, pragmatic ways exist to deliver the right direction of change in organisational decisions. A novel approach to this is explored based on Transition Engineering and Robustness Engineering. Originality/value This paper links resilience and sustainability explicitly and develops a holistic pragmatic approach for working through their implications in strategic decision-making.