Towards Crystallizing Circular Business Models: A Critical Analysis of Literature

Abstract

Circular Economy (CE) can be promoted and supported by the creation of new and innovative business models which embed CE principles into organisations’ value chains. This paper provides a review of approaches to the circular business model (CBM). We conducted a literature review, including content analysis, and examined publications (51 papers) on circular business models published in English in peerreviewed journals. Our objective was to provide an overview and systematize the stateof-the-art in CE-oriented business model approaches. The following research questions were posed in relation to the objective: Which sub-processes and components are included in the Circular Business Models (CBM)? Which CBM archetypes have already been established? Which strategies and other factors support the creation/ transformation of the CBM? The results of the studies were presented in five areas encompassing the following: 1) development (including the methodologies of development and transformation), value proposition, creation and delivery, 2) CBM archetypes, 3) circular strategies, 4) the determinants of development and transformation of business models for CE. The paper contributes to the improved understanding of circular business models. It consolidates related research by offering an overarching conceptual framework. It also points to the directions of future research.

Pushing Forward the Transition to a Circular Economy by Adopting an Actor Engagement Lens

“…More particularly, several studies call for making these benefits explicit through information provision (e.g., Urbinati, Franzò, and Chiaroni 2021). Firms that see benefits from an environmental (e.g., reduced ecological impact—Karman 2020) and/or societal (e.g., improved well-being in society - Suchek et al 2021) perspective are more likely to embrace different types of CBMs. Customers equally are found to engage with CBMs with different value creation logics if they associate the resulting offerings—such as remanufactured/refurbished products (cf.…”

“…When other actors reach out to the focal actor to formalize resource exchanges in the context of CBMs, we refer to formal matching . This practice manifests itself when actors establish strategic alliances/partnerships (e.g., Donner et al 2021; Karman 2020; Urbinati, Franzò, and Chiaroni 2021), networks/clusters (e.g., Hofmann 2019), or geographical hubs/eco-industrial parks (e.g., Wang and Li 2006). These formal arrangements can enable actors—such as firms and universities—to share knowledge about circularity (Bolger and Doyon 2019).…”

Measuring the effects of different factors influencing on the readiness of SMEs towards digitalization: A multiple perspectives design of decision support system

“…One of the influencer factors is the analysis of SMEs' strengths and weaknesses from staff, marketing systems, productivity, management, functions, and technology adoption. Thus, it crashes the SMEs' performance (Karman, 2020). The market demands, policy/strategy/vision, pricing, and licensing are also considered in this indicator (Kotler, 2000;Straatmann et al,2016).…”

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

“…Identificar e gerir os principais fornecedores de insumos circulares, além disso orquestrar (conduzir) o ecossistema de negócio com o intuito de auxiliar outros parceiros a inserirem a EC para que possam cocriar valores no futuro. (Fernando et al, 2022), (Rovanto;Bask, 2021), (Zhang et al, 2021), (Santa-Maria; Vermeulen; Baumgartner, 2021), (Palmié et al, 2021), Dmari, 2021), (Antwi-Afari;Hossain, 2021), (Karman, 2020), (Avila-Gutierrez et al, 2020), Saccani, 2019), (Vermunt et al, 2019), (Hofmann, 2019), (Ranta;Aarikka-Stenroos;Mäkinen, 2018), (Sousa-Zomer et al, 2018), (Ellen Macarthur Foundation, 2013a) Desenhar e estruturar um sistema de simbiose industrial em que os resultados residuais de um processo são usados como matéria-prima para outros minimizando o uso de materiais e aumentando a efetividade do sistema.…”

“…(Modelo A), (Modelo B), (Karman, 2020), (Rovanto;Bask, 2021), (Bornstein, 2021), (Salvador et al, 2021b), (Pieroni et al, 2021), (Salvador et al, 2020), (Viva et al, 2020), , (Sousa-Zomer et al, 2018), (Ellen Macarthur Foundation, 2013a) Fonte: autora O modelo A implementa em larga escala 66,7% dos requisitos de MNC referente a produção e busca melhorá-los e 33,3% estão implementados na fase piloto, já que a organização ainda está identificando os principais recursos, processos de apoio (back stage) e de contato (front stage) para garantir a efetividade do processo produtivo (ver tabela 1). Com relação ao modelo B, 33,3% dos requisitos estão implementados em larga escala e 66,7% implementados em larga escala e buscando melhorar (ver tabela 2).…”