Environmental Management of End‐of‐Life Products: Nine Factors of Sustainability in Collaborative Networks

Abstract

The paradigm of the green economy has contributed to raising the attention paid to developing sustainability-oriented strategies for supply chain (SC) management. The responsibility of producers to extend and reverse SCs is a critical and timely topic that captures increasing concerns over the way firms can adapt their business models to interlinking technical, socioeconomic and environmental frameworks. This is particularly true when producers are not also reuse/recycle actors. By performing a critical review of the scientific literature on this field, this article develops nine elemental factors that can be considered for assessing the impacts of collaborative strategies as a means to implement extended producer responsibility (EPR) in open-loop SCs. The resulting conceptual framework provides EPR implementation guidance under different market conditions. Inter-organizational relationships are found to present both opportunities and threats that can be profitably managed under a systemic perspective. \ud Implications for management and needs for further research are discussed

Achieving Sustainable Development by Collaborating in Green Product Innovation

“…Inter‐organizational relationships present both opportunities and threats (Rizzi et al , ). Firms gain green benefits by integrating collaboration partners into the innovation process.…”

Analysing Barriers to Sustainable Business Model Innovations: Innovation Systems Approach

“…A wide range of examples on specific companies, e.g., Interface Inc. and Bendigo Bank (Stubbs and Cocklin, 2008), Grameen (Yunus et al, 2010), Toyota (Porter and Derry, 2012), as well as examples of solutions and mechanisms, e.g., extended producer responsibility and end-of-life strategies (Gehin et al, 2008;Rizzi et al, 2013), sustainable supply chain management (Linton et al, 2007;Wu and Pagell, 2011), sustainable design strategies (Niinimäki and Hassi, 2011) and base of pyramid solutions (Chaurey et al, 2012), which can contribute to business model innovation for sustainability have been identified in the literature. Bocken et al (2014) have introduced a more comprehensive view of how firms should approach embedding sustainability in their business models by introducing SBM archetypes that are groupings of mechanisms and solutions that may contribute to business model innovation for sustainability.…”

Sustainability Strategy and Eco‐Innovation: A Moderation Model

“…Firms also perceive that regulators formulate policies to confine their harmful behavior. Further, eco‐innovation may play a vital role for firms in achieving positive returns by utilizing unique resources (Rizzi et al ., ). Corporations could take advantage of the aforementioned opportunities to adopt environmental innovation.…”