Business model experimentation for circularity: Driving sustainability in a large international clothing retailer

Bocken, Nancy; Miller, Karen; Weissbrod, Ilka; Holgado, Maria; Evans, Steve

doi:10.3280/efe2017-001006

Cited by 53 publications

(87 citation statements)

References 69 publications

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“…For instance, a number of business model visualization and mapping tools have been suggested that build on the Business Model Canvas by Osterwalder and Pigneur and emphasize the notion of 'value creation' [23,30,72,[77][78][79]. Popular innovation approaches, such as effectuation (learning from entrepreneurial practice) [80] and lean start-up (focusing on trialing new ideas in practice in a fast and iterative way) [73], have been used as building blocks for recent approaches to CBMI [81,82]. Many other tool types that focus on ideation for CBMs are also emerging, such as serious games [83,84], case databases [85] and typologies [61].…”

Section: Tools For Circular Business Model Innovation: Gaps and Oppormentioning

confidence: 99%

“…The (C)BMI process is highly iterative, and as mentioned before, researchers have tried to find different 'entry-points' for tools in the process. In this paper, we adopted the generic phases of 'ideation and design', 'implement and test' and 'evaluate and improve' [40,81,82]. A limitation of this approach is that in practice, the (C)BMI process in companies may follow different phases or may take place in a more ad-hoc manner.…”

Section: Limitations and Future Researchmentioning

confidence: 99%

“…Hence, future research is encouraged to provide deeper empirical insights into the complexities of actual circular business model innovation processes. Longitudinal ethnographic [82] and action-type [81] of research approaches that follow the actual steps and outcomes of the CBMI process could help increase understanding of the CBMI process, overcome specific organizational barriers and identify the most fitting business models. Indeed, CBMI is related to trialing and testing a variety of models to assess their suitability, as well as setting in motion internal changes through engaging stakeholders internal and external to the firm [62].…”

Section: Limitations and Future Researchmentioning

confidence: 99%

See 2 more Smart Citations

A Review and Evaluation of Circular Business Model Innovation Tools

et al. 2019

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The circular economy has been heralded as a potential driver for sustainable development by business, academia, and policymakers. In a future circular economy, new business models are needed that slow, close and narrow resource loops to address key resource and climate challenges. After a phase of excitement and inspiration, an operationalization phase needs to start to ensure the best possible implementation and transition towards a circular economy. This operationalization phase will involve the development of products, processes and business models that significantly lower the negative impact on the environment, reduce waste and resource pressures and, rather, create a positive impact on society and environment. This paper focuses on the circular business model lens as a comprehensive way of addressing business innovation. Within this evolving circular economy operationalization phase, several tools, approaches and methods are emerging that could support circular business model innovation. This paper seeks to create a comprehensive tools overview through a literature and practice review. It provides structure to the emerging range of tools, methods and approaches, and, based on this, a guideline for future tool development. Finally, it gives an overview of opportunities and gaps as well as a future agenda for research and practice.

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Section: Tools For Circular Business Model Innovation: Gaps and Oppormentioning

confidence: 99%

Section: Limitations and Future Researchmentioning

confidence: 99%

Section: Limitations and Future Researchmentioning

confidence: 99%

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A Review and Evaluation of Circular Business Model Innovation Tools

et al. 2019

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“…The capability to effect changes in traditional BM, which may not be aligned with the SD concept, has recently been acknowledged as a fundamental approach to achieving sustainability [63]. According Sustainability 2020, 12, 2337 6 of 34 to Bocken et al [64], there is a close connection between sustainable BMI and experimentation. The latter refers to the process of seeking innovations that can result in sustainable BMs.…”

Section: Bmi Mechanisms and Sustainabilitymentioning

confidence: 99%

Carving out New Business Models in a Small Company through Contextual Ambidexterity: The Case of a Sustainable Company

et al. 2020

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Business model innovation (BMI) and organizational ambidexterity have been pointed out as mechanisms for companies achieving sustainability. However, especially considering small and medium enterprises (SMEs), there is a lack of studies demonstrating how to combine these mechanisms. Tackling such a gap, this study seeks to understand how SMEs can ambidextrously manage BMI. Our aim is to provide a practical artifact, accessible to SMEs, to operationalize BMI through organizational ambidexterity. To this end, we conducted our study under the design science research to, first, build an artifact for operationalizing contextual ambidexterity for business model innovation. Then, we used an in-depth case study with a vegan fashion small e-commerce to evaluate the practical outcomes of the artifact. Our findings show that the company improves its business model while, at the same time, designs a new business model and monetizes it. Thus, our approach was able to take the first steps in the direction of operationalizing contextual ambidexterity for business model innovation in small and medium enterprises, democratizing the concept. We contribute to theory by connecting different literature strands and to practice by creating an artifact to assist management.Sustainability 2020, 12, 2337 2 of 34 pressure from economic, social and environmental demands, entailed by the transition to sustainable development (SD) [14]. Incorporating environmental and social aspects into businesses represent additional challenges for BMI processes. It requires cross-functional and systems thinking, as well as radical changes in business processes, products, and organizational forms [15]. As a result, most BMIs for sustainability are developed ad-hoc and are neither systematic nor systemic [16].Thus, there is a need to exploit established BMs and, at the same time, a need to search for new BMs that adapt to the needs and demands that are constantly changing, in order to become a sustainable organization, that is, an organization that can achieve (enduring) success while performing well in economic, social and environmental aspects. This managerial capability to exploit and explore refers to organizational ambidexterity [17,18]. Organizational ambidexterity has also been often highlighted as a mechanism to attain sustainability [19,20]. However, this is another concept that is difficult to implement [21]. Again, in the context of SMEs, it becomes an even more difficult task [12], even though, as suggested by recent studies, SMEs could benefit from being ambidextrous and should take action in this direction [22].It is observed that, although BMI and ambidexterity are important mechanisms for achieving sustainability, the connection between both concepts has received limited attention in the literature [23]. This gap is even larger from the perspective of SMEs, as BMI literature mostly focuses on large companies, often neglecting SMEs [7,24]. Laudien and Daxböck [4] argue that BMI research should go beyond the focus on large, established compani...

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“…And as in the example of the football pitch, we need various players in the market to experiment together to create this movement-thus creating an ecosystem for innovation. Sustainable business requires innovation on a large scale, but a necessary step is to test ideas in new and existing markets (Bocken et al 2017). This underscores the need for controlled experimentation.…”

Section: Changes Big and Smallmentioning

confidence: 99%