A systemic logic for circular business models

Editorial and research agenda: JBR special issue on business model innovation in social purpose organizations

“…Value capture BMI detailed in the special issue includes that seeking to boost existing or develop new revenue streams ( Alshawaaf and Lee, this issue , Best et al, this issue , De Silva et al, this issue ), while architecture BMI is captured by Alshawaaf and Lee (2020) , who examine how digitizing their business models revitalized the Tate Modern in the UK and the Pompidou Centre in France. As is evident in the articles cited above, many cover multiple components, and Fehrer and Wieland (2020) underscore this with the all-encompassing argument, that rather than only describing value creation, delivery and capture, business models can also guide and capture dynamic and systemic co-creation of value among a wide range of actors.…”

“…The BMI responses of SPOs to antecedents identified above are varied, and span all business model components. Articles in this special issue examine value proposition BMI that includes developing new products and services ( De Silva et al, this issue , Fehrer and Wieland, this issue , Gasparin et al, this issue ), developing new marketing relationships ( De Silva et al, 2020 ), and drawing on the resources of others to enhance value propositions ( Kullak et al, 2020 ). Papers of this special issue investigate value creation BMI that includes new production processes ( De Silva et al, 2020 ), and working with suppliers, partners, networks, and ecosystems ( Best et al, this issue , De Silva et al, this issue , Fehrer and Wieland, this issue , Gasparin et al, this issue , Klein et al, this issue , McDonald et al, this issue , Siebold, this issue ).…”

“…Articles in this special issue examine value proposition BMI that includes developing new products and services ( De Silva et al, this issue , Fehrer and Wieland, this issue , Gasparin et al, this issue ), developing new marketing relationships ( De Silva et al, 2020 ), and drawing on the resources of others to enhance value propositions ( Kullak et al, 2020 ). Papers of this special issue investigate value creation BMI that includes new production processes ( De Silva et al, 2020 ), and working with suppliers, partners, networks, and ecosystems ( Best et al, this issue , De Silva et al, this issue , Fehrer and Wieland, this issue , Gasparin et al, this issue , Klein et al, this issue , McDonald et al, this issue , Siebold, this issue ). Value capture BMI detailed in the special issue includes that seeking to boost existing or develop new revenue streams ( Alshawaaf and Lee, this issue , Best et al, this issue , De Silva et al, this issue ), while architecture BMI is captured by Alshawaaf and Lee (2020) , who examine how digitizing their business models revitalized the Tate Modern in the UK and the Pompidou Centre in France.…”

“…While working with others can present challenges and complexities, as Best et al (this issue) find in their study of UK-based SPOs providing services to people with disabilities, many articles find that SPOs seek to work, or are working, within broader systems to advance themselves by building networks ( Kullak et al, this issue , McDonald et al, this issue ), co-creating business models with stakeholders ( Gasparin et al, 2020 ), and working with like-minded partners ( De Silva et al, this issue , Klein et al, this issue ) and mutually-supportive stakeholders ( Siebold, 2020 ). Collaboration is also a popular focus of BMI aiming to balance tensions ( Fehrer and Wieland, this issue , Klein et al, this issue ) and serve the mission ( Kullak et al, 2020 ). For example, Kullak et al (2020) find that a German music festival enhanced its shared-value creation by shifting away from an organization-centric business model toward becoming a platform for engagement with numerous other groups, and the ability to integrate resources from multiple actors was key to creating shared value.…”

“…In their conceptual paper on circular business models that draws on examples from the fashion industry, Fehrer and Wieland (2020) also place SPO business models and practices within the context of broader societal and ecological systems. Fehrer and Wieland (2020) argue that BMI needs to be understood within the context of the broader systems in which it exists, and should be undertaken to foster a systemic perspective that balances tensions between social, environmental and economic goals.…”