Developing a circular strategies framework for manufacturing companies to support circular economy-oriented innovation

Blomsma, Fenna; Pieroni, Marina de Pádua; Kravchenko, Mariia; Pigosso, Daniela Cristina Antelmi; Hildenbrand, Jutta; Kristinsdóttir, Anna Rúna; Kristoffersen, Eivind; Shabazi, Sasha; Nielsen, Kjartan Due; Jönbrink, Anna-Karin; Li, Jingyue; Wiik, Carina; McAloone, Tim C.

doi:10.1016/j.jclepro.2019.118271

Cited by 212 publications

(168 citation statements)

References 46 publications

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“…This has led to some findings on how to improve circular oriented innovation tools. Previous research has emphasized, for example, the need to define clear learning outcomes and goals for a tool, define its intended user group, and to incorporate 'circularity checks' [27,167]. We add three findings to this to provide further guidance for future tool development:…”

Section: Discussionmentioning

confidence: 96%

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A Tool to Analyze, Ideate and Develop Circular Innovation Ecosystems

2020

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The circular economy may help firms to maximize the value of their material resources and minimize the overall resource use, waste, pollution and emissions of their business activities. Implementing a circular economy program requires radical changes in product, business model and ecosystem innovation. Most research on circular oriented innovation takes a product or business model perspective. Few publications have explored how to innovate in ecosystems: how a group of loosely coupled organizations can change how they interact with each other to achieve a collective outcome. This study proposes the Circularity Deck: a card deck-based tool that can help firms to analyze, ideate and develop the circularity potential of their innovation ecosystems. The tool is based on a literature review of circular oriented innovation principles, and of practical examples that show how these principles have been applied. The principles are organized according to the intended circular strategy outcome that they pursue (i.e., narrow, slow, close, regenerate and inform material and energy flows), and the extent of the innovation perspective that is needed to operationalize a principle (i.e., product, business model, or ecosystem innovation). This review and categorization process first produced a novel analysis of the circular economy innovation landscape, using an ecosystem perspective. Second, these results served to develop the Circularity Deck, which was further developed and tested for ease of use and perceived usefulness in 12 workshops with 136 participants from 62 different organizations. The Circularity Deck provides an approach for future research and practice to integrate new principles and examples that can help firms to analyze, ideate and develop circular innovation ecosystems.

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Section: Discussionmentioning

confidence: 96%

“…As a theoretical contribution, this study adds an ecosystem perspective to the existing tools and approaches that have focused on products and business models [26,27,166,167]. It thereby proposes an analytical approach for firms to better understand the systemic nature of circularity.…”

Section: Discussionmentioning

confidence: 99%

A Tool to Analyze, Ideate and Develop Circular Innovation Ecosystems

2020

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“…At the same time, community building is also at the first level, which has become an important new aspect of the development of the business models of platform enterprises under big data. In traditional enterprises, the importance of the ecosystem is emphasized [67], but insufficient attention has been paid to it, which has something to do with the preference for product production. However, in the context of big data, community building has become a key activity in the value production of platform enterprises [30].…”

Section: Discussionmentioning

confidence: 99%

Assessing the application of big data technology in platform business model: A hierarchical framework

Du¹,

Gao²,

Chang³

et al. 2020

PLoS ONE

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This research aims to create a hierarchical framework for the development of a platform business model based on big data. However, this hierarchical framework must consider unnecessary attributes and the interrelationships between the aspects and the criteria. Hence, fuzzy set theory is used for screening out the unnecessary attributes, a decisionmaking and trial evaluation laboratory (DEMATEL) is proposed to manage the complex interrelationships among the aspects and attributes, and interpretive structural modeling (ISM) is used to divide the hierarchy and finally construct a hierarchical framework. The results reveal that (1) value proposition and community building in value production are fundamental links; (2) information technology and information management in value production are technical supports; (3) customer development in value marketing is the power source; and (4) value acquisition is the last link, which is established on the basis of and influenced by value marketing and value network. This hierarchical framework aims to guide the platform toward the application of big data. This study also proposes engagement of stakeholders for promoting value creation and establishing a sound business model from multiple levels and links.

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“…For the European manufacturing industry, which spends an average of 40% of its costs on raw materials and about 15% on energy and water [4], adopting CE practices focused on resource productivity can positively impact economic and environmental performance. Furthermore, CE entails strategic transformation, by means of which the industries will be able to create new revenue streams and retain the value embedded in their products and assets for longer [5].Different conceptual and practical frameworks have been proposed to guide companies on how to embed CE principles, often called CE strategies, into their business context [6], with the emphasis on the simultaneous transformation of strategic and operational practices. Acknowledging the complexity of such transformation, numerous studies have developed tools to support business model innovation for CE [7,8], product design for CE [9,10], value chain design and mapping [11,12].…”

mentioning

confidence: 99%

“…Different conceptual and practical frameworks have been proposed to guide companies on how to embed CE principles, often called CE strategies, into their business context [6], with the emphasis on the simultaneous transformation of strategic and operational practices. Acknowledging the complexity of such transformation, numerous studies have developed tools to support business model innovation for CE [7,8], product design for CE [9,10], value chain design and mapping [11,12].…”

mentioning

confidence: 99%

A Procedure to Support Systematic Selection of Leading Indicators for Sustainability Performance Measurement of Circular Economy Initiatives

2020

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Circular economy (CE) is considered a vital model to tackle resource scarcity and reduce waste by promoting strategies that redefine production and consumption systems. Industrial actors integrate CE principles in their strategic and operational practices to overcome these challenges, simultaneously aiming at enhancing their sustainability performance. Despite numerous frameworks to guide organizations in innovating towards CE, very few have embedded explicit sustainability considerations to assist practitioners in understanding the potential sustainability performance of the CE initiatives early in the development process. To assist a structured process of measuring sustainability performance, the main goal of this paper is to propose a procedure for a systematic selection of suitable leading performance indicators to support an informed sustainability-oriented decision-making process. To fulfill this aim, a hypothetical-deductive approach has been followed to, firstly, develop the selection procedure, and secondly, evaluate and improve it using a case study approach. The findings reveal that the procedure enables a systematic selection of relevant indicators by taking into account the manifold combinations of CE strategies and business processes, characteristics of the company and its sustainability objective. Different from many other approaches, the novelty lies in relying on a dynamic, as opposed to ‘prescriptive’, indicator selection process to induce learning about sustainability considerations significant for a particular CE initiative and corporate context.

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Developing a circular strategies framework for manufacturing companies to support circular economy-oriented innovation

Cited by 212 publications

References 46 publications

A Tool to Analyze, Ideate and Develop Circular Innovation Ecosystems

A Tool to Analyze, Ideate and Develop Circular Innovation Ecosystems

Assessing the application of big data technology in platform business model: A hierarchical framework

A Procedure to Support Systematic Selection of Leading Indicators for Sustainability Performance Measurement of Circular Economy Initiatives

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