Mapping a circular business opportunity in electric vehicle battery value chain: A multi-stakeholder framework to create a win–win–win situation

Chirumalla, Koteshwar; Reyes, Lizbeth Guerrero; Toorajipour, Reza

doi:10.1016/j.jbusres.2022.02.070

Cited by 42 publications

(31 citation statements)

References 45 publications

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“…Pedersen et al, 2023) and knowledge exchange (Chirumalla et al, 2022) between the business and stakeholder groups for successful BM innovation. To this end, On the other hand, critiques about the practicality of including and understanding the values of an increased number of stakeholders have surfaced, with others pointing to the inconvenience of the exercise to the focal company (Biloslavo et al, 2020) or the regulatory restrictions, lack of knowledge and ambiguous stakeholder roles in the value creation process (Chirumalla et al, 2022). The stakeholder view in SBM does not undermine the complexity of including a wide range of stakeholders in the existing systems but aims to encourage an alternative manner of business that considers societal welfare and environmental well-being for more sustainable business operations.…”

Section: Stakeholder Engagement Strategiesmentioning

confidence: 99%

“…Transparent mutual communication forms an important step in integrating stakeholders in SBM (Stubbs, 2017) and for overall successful SBM implementation (Basile et al, 2021). Chirumalla et al (2022) talk about communication between stakeholders to understand the sustainability vision of the focal business and for stakeholders to identify where they fit (roles) in realising the BM. Continuous communication will ensure that all stakeholder groups are informed and that they feel included and valued, which will result in them advocating for the business and reducing issues of mistrust and low participation that may hinder successful SBM implementation (Mihailova et al, 2022).…”

Section: Establish Communication/maintain Mutual Communicationmentioning

confidence: 99%

“…The ambiguity of the roles of stakeholders has been seen as a barrier to successful SBM implementation (Chirumalla et al, 2022)…”

Section: Define Stakeholder Rolesmentioning

confidence: 99%

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Stakeholder integration in sustainable business models to enhance value delivery for a broader range of stakeholders

Rathobei,

Ranängen,

Lindman

2024

Bus Strat Env

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Sustainable business models (SBMs) represent a contemporary approach seeking to deliver value to businesses and a wide range of stakeholders. This paper addresses the existing gap in practical guidance for businesses aiming to incorporate a wider range of stakeholders into their SBMs. To address the gap, a systematic review of academic literature and a review of mining company reports were conducted. The findings demonstrate that it is imperative to integrate stakeholders to achieve sustainability objectives, gain societal acceptance and foster legitimacy while maintaining alignment with stakeholders' concerns. To this end, the theoretical implication of this study lies in introducing a stakeholder integration model (SIM) that underscores the roles of identification, communication, knowledge sharing and continual improvement in achieving sustainability objectives and societal acceptance within SBMs. Practically, it addresses a gap by providing practical guidance for businesses to integrate stakeholders to manage risk, uncover value‐creation opportunities and gain social acceptance.

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Section: Stakeholder Engagement Strategiesmentioning

confidence: 99%

Section: Establish Communication/maintain Mutual Communicationmentioning

confidence: 99%

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Stakeholder integration in sustainable business models to enhance value delivery for a broader range of stakeholders

Rathobei,

Ranängen,

Lindman

2024

Bus Strat Env

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“…(Modelo A), Reyes;Toorajipou, 2022), Bocken, 2021), (Albertsen et al, 2021), (Zhang et al, 2021), Ritala, 2021), (Lagrasta;Pontrandolfo;Scozzi, 2021), , (Boldrini;Antheaume, 2021), (Bjørnbet et al, 2021), Dmari, 2021), (Brown et al 2021), (Leder;Kumar;, (Cantele;, (Nußholz et al, 2020), (Geissdoerfer et al, 2020), (Hofmann, 2019), , , , (Sousa-Zomer et al, 2018), (Vegter;Hillegersberg;Olthaar, 2020), (CNI, 2018), (Ellen Macarthur Foundation, 2018a), (Circular Design Guide, 2018), ( Nußholz, 2017), (Hofmann et al, 2017), (BSI, 2017), (Ellen Macarthur Foundation, 2015), (Ellen Macarthur Foundation, 2014), (Accenture, 2014), (Ellen Macarthur Foundation, 2013a), (Ellen Macarthur Foundation, 2013b) Definir claramente os objetivos e metas do MN para a implementação da estratégia circular.…”

Section: Soluções De Fim De Vidamentioning

confidence: 99%

“…(Modelo A), (Mellquist; Boyer; Williander, 2022), (Wrålsen;Faessler, 2022), (Van Loon; Van Wassenhove; Mihelic, 2022), (Uhrenholt, et al, 2022), Reyes;Toorajipou, 2022), (Cullen, 2021), (Wralsen et al, 2021), Ritala, 2021), (Boldrini;Antheaume, 2021), (Okorie, et al, 2021), Dmari, 2021), (Cuesta-Gonzalez; Morales-Garcia, 2021), (Salvador et al, 2021a), (Nußholz et al, 2020), (Loon; Wassenhove, 2020), (Geissdoerfer et al, 2020), , (Aminoff et al, 2017), (Hofmann et al, 2017), (Ross, 2014), (Ellen Macarthur Foundation, 2013b) Investir o suficiente para estabelecer acordos entre os parceiros do ecossistema de negócio.…”

Section: Estrutura De Customentioning

confidence: 99%

Sistema de Gestão Ambiental como um instrumento de apoio para implementação de Modelo de Negócio Circular: proposta desenvolvida por meio do >i<Design Science>/i< e múltiplos estudos de caso

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Ao meu filho Murilo, minha mãeAilda, minha irmã Sabrina e a meu companheiro Brayan por todo o amor, compreensão e apoio incansável. Eu amo muito vocês. Gratidão eterna! AGRADECIMENTOSÀ Deus pelo dom da vida e por me dar força em minha jornada.À Jesus pelo amor incondicional para conosco.À espiritualidade amiga que apoia em minha missão. À a minha mãe Ailda pelo amor e carinho e por doar sua vida para que nossos sonhos se realizem.À minha irmã Sabrina pelo amor e apoio incondicional.Ao meu pai Milton que mesmo distante torce para nosso sucesso.Ao meu filho Murilo que mesmo tão pequeno me ama e me ensina muito.À meu companheiro de jornada Brayan por toda a paciência e carinho comigo durante todo esse processo.Ao Prof. Dr. Aldo Ometto por me aceitar em seu grupo de pesquisa e proporcionar diversas oportunidades. Ao Prof. Dr. Marcelo Caldeira Pedroso por aceitar me coorientar e me receber tão bem.À todos os meus professores desde o jardim de infância até meu momento atual, pois sem eles eu não estaria aqui. Obrigada por compartilharem suas melhores energias comigo.À todos os membros da banca examinadora por todas as contribuições e críticas construtivas.À secretaria do Programa de Pós-Graduação em Ciências da Engenharia Ambiental por todo o apoio.À todos os colegas que passaram pelo laboratório de Gestão de Operação.À todos os professores e secretárias da Engenharia de Produção -EESC que sempre me trataram com muito carinho e respeito.

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Implementing circular business models for the second‐life battery of electric vehicles: Challenges and enablers from an ecosystem perspective

Toorajipour,

Chirumalla,

Johansson

et al. 2024

Bus Strat Env

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This study adopts an ecosystem perspective to provide a detailed understanding of key challenges and enablers for implementing circular business models for electric vehicle battery second life. Although academia and practitioners believe electric vehicle (EV) batteries' second life is a potential solution, the commercial implementations are still far away. A crucial step toward such implementations is to identify the key challenges and enablers of circular business models. The criticality of this step is even more evident when approaching second life business models from an ecosystem perspective, where multiple stakeholders are involved in the creation, capture, and delivery of value. This research conducts an explorative study with 15 companies in the EV battery ecosystem and identifies nine categories of key challenges and seven categories of key enablers. Based on priority dimensions (short/long term) and the responsible entity (firm/ecosystem related), the study proposes a guiding framework to address challenges and enablers. The study contributes to the circular business model innovation and ecosystems literature related to the EV battery second life.

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Mapping a circular business opportunity in electric vehicle battery value chain: A multi-stakeholder framework to create a win–win–win situation

Cited by 42 publications

References 45 publications

Stakeholder integration in sustainable business models to enhance value delivery for a broader range of stakeholders

Stakeholder integration in sustainable business models to enhance value delivery for a broader range of stakeholders

Sistema de Gestão Ambiental como um instrumento de apoio para implementação de Modelo de Negócio Circular: proposta desenvolvida por meio do >i<Design Science>/i< e múltiplos estudos de caso

Implementing circular business models for the second‐life battery of electric vehicles: Challenges and enablers from an ecosystem perspective

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