TY - JOUR
T1 - Circular business model implementation
T2 - Design choices, orchestration strategies, and transition pathways for resource-sharing solutions
AU - Palmié, Maximilian
AU - Boehm, Jonas
AU - Lekkas, Charlotte-Katharina
AU - Parida, Vinit
AU - Wincent, Joakim
AU - Gassman, Oliver
PY - 2020/9/28
Y1 - 2020/9/28
N2 - Prominent political and societal stakeholders argue that business models (BMs) are pivotal in making a successful transition to a circular economy (CE). However, the existing CE literature has paid little attention to design choices that allow companies to implement circular business models (CBMs) that meet the requirements of their specific situations. Resource sharing (alternatively called asset sharing) is a key practice in making the transition to a CE. The present article, therefore, seeks to gain deeper insights into the CBMs of firms that orchestrate resource-sharing solutions. For this purpose, it uses a qualitative multiple case-study approach and analyzes nine firms that orchestrate virtual power plants in Germany and Switzerland. Specifically, the article explores the design choices with which firms are faced when they implement CBMs, and it examines different implementation strategies that flow from making certain design choices. The article also identifies transition pathways that enable firms to move between different implementation strategies in order to increase economic and environmental gains. The present article can serve as a stimulus for further detailed analyses of other BMs that are important to a CE in the future.
AB - Prominent political and societal stakeholders argue that business models (BMs) are pivotal in making a successful transition to a circular economy (CE). However, the existing CE literature has paid little attention to design choices that allow companies to implement circular business models (CBMs) that meet the requirements of their specific situations. Resource sharing (alternatively called asset sharing) is a key practice in making the transition to a CE. The present article, therefore, seeks to gain deeper insights into the CBMs of firms that orchestrate resource-sharing solutions. For this purpose, it uses a qualitative multiple case-study approach and analyzes nine firms that orchestrate virtual power plants in Germany and Switzerland. Specifically, the article explores the design choices with which firms are faced when they implement CBMs, and it examines different implementation strategies that flow from making certain design choices. The article also identifies transition pathways that enable firms to move between different implementation strategies in order to increase economic and environmental gains. The present article can serve as a stimulus for further detailed analyses of other BMs that are important to a CE in the future.
KW - 512 Business and Management
KW - Circular business model
KW - Value creation and delivery
KW - Resource sharing
KW - Circular economy
KW - Resource modification
KW - Virtual power plant
UR - http://www.scopus.com/inward/record.url?scp=85092354772&partnerID=8YFLogxK
U2 - 10.1016/j.jclepro.2020.124399
DO - 10.1016/j.jclepro.2020.124399
M3 - Article
SN - 0959-6526
VL - 280
JO - Journal of Cleaner Production
JF - Journal of Cleaner Production
IS - Part 2
M1 - 124399
ER -