Circular economy business models: The state of research and avenues ahead

Ferasso, Marcos; Beliaeva, Tatiana; Kraus, Sascha; Clauß, Thomas; Soriano, Domingo Ribeiro

doi:10.1002/bse.2554

Cited by 379 publications

(299 citation statements)

References 126 publications

(273 reference statements)

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“…Third, other than the identified emerging trends, scholars have addressed themes such as circularity (Ferasso, Beliaeva, Kraus, Clauss, & Ribeiro‐Soriano, 2020), digitalization (Bouncken, Kraus, & Roig‐Tierno, 2019; Kraus, Palmer, Kailer, Kallinger, & Spitzer, 2018), and leadership in the previous year. This offers insight into topics that are gaining awareness, but not as quickly as the identified emerging trends.…”

Section: Discussionmentioning

confidence: 99%

Business model innovation: Identifying foundations and trajectories

et al. 2020

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Business model innovation is an emerging hot topic in management research. It has been developing steadily for 20 years and has gained enormous momentum in recent years. A solid basis has been created, and the first literature reviews summarize the topic. However, an analysis of the core literature and the general foundation of business model innovation literature is missing. This gap is closed with this bibliometric. It analyzes 30 core articles referenced in 380 business model innovation publications. From this, a total of four research clusters can be delineated. This foundation of the research area is supplemented with a trend analysis of recent publications, which identifies three trends for the future of this research stream. The analysis highlights that sustainability, dynamic capabilities, and small‐ and medium‐sized enterprises are the most promising trends in business model innovation. Based on the results, we present a general model for business model innovation.

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Section: Discussionmentioning

confidence: 99%

Business model innovation: Identifying foundations and trajectories

et al. 2020

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“…These are the following: (1) product‐life extension : products are designed to be durable and to have a long lifetime; (2) reuse : preservation of all of the added value within the product; (3) remanufacturing : return a product to like‐new condition or better performance at the end of its life, with a warranty to match; and (4) recycling : used materials are treated to make them suitable for reuse (Choi, 2017; Geissdoerfer et al, 2017; Hazen, Mollenkopf, & Wang, 2017; The Ellen MacArthur Foundation, 2013; Urbinati et al, 2017). These principles affect the way companies make profits, so the transition to the CE often entails adaptations of companies' existing business models or the creation of new ones (Ferasso, Beliaeva, Kraus, Clauss, & Ribeiro‐Soriano, 2020). Companies therefore design their business models around new activities to achieve a sustainable development aimed at preserving resources (Centobelli, Cerchione, Chiaroni, Del Vecchio, & Urbinati, 2020).…”

Section: Background: the Implementation Of The Circular Economy In Thmentioning

confidence: 99%

Close the loop: Evidence on the implementation of the circular economy from the Italian fashion industry

Colucci

Vecchi

2020

Bus Strat Env

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Fashion is widely considered as one of the most polluting and destructive industries to the environment and is a resource‐intensive industry in which opportunities to reduce environmental impacts abound. By relying on an exploratory approach, this paper features an investigation into the circular economy (CE) practices of four purposefully selected Italian fashion companies. The study endorses the overlooked perspective of the product lifecycle (vis‐à‐vis the business model perspective), consistent with the key principles of the CE, to provide a comprehensive picture of CE practices implemented. This study engages with the current debate on the relationship between the concepts of sustainability and CE, supporting the idea that there is a beneficial relation between the two. The analysis shows the emergence of categories of CE‐related practices as well as CE implementation challenges. The study also provides granular insights into the nature of these challenges that hinder the implementation of CE and demonstrates how they can be turned into sources of competitive advantage. Drawing on this emblematic evidence, we develop a set of theoretical and managerial implications.

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“…It is not difficult to understand why this way of producing and consuming is far from environmentally and economically sustainable. In contrast to the linear system, the CE business model is based upon mimicking nature's circular systems (Ferasso, Beliaeva, Kraus, Clauss, & Ribeiro‐Soriano, 2020). The CEs are designed to apply to all phases of the life cycle of a product from the conceptual and design of the product/service/functions, to the extraction of the raw materials to manufacturing of products, marketing, use, repair, remanufacturing, recycling, and end‐of‐life management of the remaining materials.…”

Section: From Linear Economy Business Model To Circular Economy Businmentioning

confidence: 99%

Reevaluating waste as a resource under a circular economy approach from a system perspective: Findings from a case study

et al. 2020

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The circular economy (CE), definable as a system focused on the reorganization of material, information, and energy flows to achieve greater resource efficiency through the reuse, remanufacturing, and recycling of materials, is a concept widely discussed by practitioners and scientists of many disciplines. Waste recycling is integral to the CE, but there are still few articles focused on waste, and only few studies shed light on CE implementation at the company level. This paper focuses on a particular type of waste, that is, absorbent hygiene products (AHPs), which represents a nonnegligible fraction of municipal solid waste, considered an increasingly serious global challenge. We conducted our analysis on FaterSMART, an Italian firm that developed a unique worldwide technology able to totally convert AHP raw material wastes into recyclable materials, under a CE approach. The case study findings are based upon semi‐structured interviews, direct observations, and analysis of FaterSMART's archival documents and are analyzed according to a framework developed for the research and focused on the place of waste from a linear economy, in which waste is considered a burden to CE, in which waste is considered a resource. The latter case is what we found that happens at FaterSMART. FaterSMART's findings could contribute to open up new management scenarios and stimulate further research into how this and similar types of technology will help societies to change from the “use‐it‐once‐and‐throw‐it away” mentality of linear business models to the sustainable CE model that fully conceptualize waste as a resource for the system.

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Circular economy business models: The state of research and avenues ahead

Cited by 379 publications

References 126 publications

Business model innovation: Identifying foundations and trajectories

Business model innovation: Identifying foundations and trajectories

Close the loop: Evidence on the implementation of the circular economy from the Italian fashion industry

Reevaluating waste as a resource under a circular economy approach from a system perspective: Findings from a case study

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