Critical Success Factors for Circular Business Model Innovation from the Perspective of the Sustainable Development Goals

Benz, Lukas

doi:10.3390/su14105816

Cited by 9 publications

(10 citation statements)

References 124 publications

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“…The long-term goal of an enterprise should be to maximize enterprise value, and the process of value creation in the traditional economy is entirely from the efforts of the enterprise itself [5]. The rapid development of information technology and network has brought about profound changes in the process of enterprise value creation and realization.…”

Section: Introductionmentioning

confidence: 99%

Enterprise Management Model Innovation and Performance Index Evaluation Based on the Era of Big Data

Xie¹

2022

Wireless Communications and Mobile Computing

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The innovation of enterprise management model has increasingly become one of the important sources of competitive advantage for enterprises. At present, the market environment is changing rapidly, and information technology is changing the nature and structure of enterprise competition. In the competitive landscape of enterprises under the background of network economy, only relying on technological innovation can no longer meet the needs of enterprise development. In recent years, the successful practice of a large number of enterprises has shown that the innovation of enterprise management mode is also an indispensable and important factor to promote the sustainable development of enterprises. In the new format of competition among enterprises, the innovation of enterprise management mode is playing an important role. Scholars have very rich research contents on the innovation of enterprise management model. First, they focus on the research between the innovation of enterprise management model and the value creation of enterprises. They believe that determining the structure of new business and innovation of enterprise management model can create value for enterprises. The innovation of enterprise management model can effectively explain the differences in enterprise performance; secondly, the research of enterprise management model innovation has been extended to its classification research; that is, different types of enterprise management model innovation have different effects on performance; finally, in the existing research, in this paper, some progress has been made in the exploration of the mediating variables between enterprise management model innovation and performance. The example verification shows that the performance of the momentum-adaptive algorithm is the best. Using the BP network model can effectively evaluate the innovation of enterprise management mode and performance indicators, so as to guide the implementation of enterprise management mode innovation activities. Although this paper has made some innovative achievements, there are still many limitations and deficiencies in the research. The depth of literature search, the breadth of data measurement collection, and the subjectivity of questionnaires will affect the accuracy of the results. The practicality of the research results needs to be further improved in the follow-up research.

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Section: Introductionmentioning

confidence: 99%

Enterprise Management Model Innovation and Performance Index Evaluation Based on the Era of Big Data

Xie¹

2022

Wireless Communications and Mobile Computing

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“…According to reviewed studies, CESC has been applied to achieve a considerable target of SDGs. One of the strongest connections between CESC and SDGs links is CESC practices to achieve the target of SDG 12 (responsible production and consumption) (Benz, 2022;Trummer, Ammerer, & Scherz, 2022). The previous study discusses the specific target of SDG 12 such as the target of 12.2 which aims to achieve sustainable management and efficient use of natural materials (Trummer et al, 2022).…”

Section: Discussionmentioning

confidence: 99%

“…One of the ways to comply with CESC with SMEs is by circular business model innovation (CBMI). CBMI itself is the combination between innovation and circular economy concepts to enhance resource productivity and efficiency while also considering sustainable development (Benz, 2022;Suchek, Fernandes, Kraus, Filser, & Sjögrén, 2021). However, based on the explored database there is still a small number of previous researches that discuss the CESC practical implementation on SEMs.…”

Section: Discussionmentioning

confidence: 99%

Circular Economy Supply Chain for Sustainable Development Goals (Sdgs): A Review and Future Opportunities

Kurniawan

Fernando

2023

IJIM

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The issue of sustainability has escalated over the years as the growing concern of world resources that have begun to deplete. Hence, the United Nations (UN) adopted the sustainability 2030 agenda with 17 sustainable development goals (SDGs) to pursue economic, environmental, and social objectives. One of the most prominent concepts to achieve sustainability is circular economy supply chain (CESC). The basic idea of CESC is a system that aims to eliminate waste and preserves natural resources by keeping materials in use and a regenerative natural system. Therefore, the purpose of this paper is to examine the connection between CESC and SDGs as well as the opportunities for research in the future. A systematic literature review on the CESC for SDGs is carried out. There is a significant increase in studies associated with the implementation of CESC to achieve SDGs. The results show that CESC contributes significantly to SDG 2, SDG 8, and SDG 12. Another finding is that technologies could assist CESC practices. CESC implementation for achieving SDGs is not only for big enterprises but also for small and medium enterprises (SMEs). Discussions related to social aspects are less often carried out than from economic and environmental aspects. Future opportunities have been identified for four industrial sectors: manufacturing, agriculture, waste management, and natural resources.

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“…These circular capabilities can-like circular knowledge-be nurtured through training and education (Ayati et al 2022), but several studies emphasize the importance of experimenting with CBMs and learning from these experiments to improve or develop new CBMs (Frishammar and Parida 2019). During these experiments, focal actors may benefit from making use of circular tools, methods, and frameworks developed by third parties, such as Design for X (DfX) practices ( Ünal, Urbinati, and Chiaroni 2019) and business model transformation frameworks (Benz 2022). Pooling operand and operant resources through collaboration is another powerful way for the focal actor to increase its circular capabilities (Moggi and Dameri 2021).…”

Section: Empoweringmentioning

confidence: 99%

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

Verleye,

De Keyser,

Raassens

et al. 2023

Journal of Service Research

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Circular business models (CBMs), such as product-service systems, are rapidly gaining traction in light of a transition to a more circular and sustainable economy. The authors call for a new approach to inform and guide the development and adoption of these CBMs. The main reason is that different actors in the service ecosystems or networks linked to these business models—such as firms, customers, and governmental bodies—may be reluctant to join or even impede the transition to a circular economy. Based upon an abductive analysis of 133 CBM papers with the Motivation-Opportunity-Ability (MOA) framework as organizing structure, the authors theorize about how to achieve “circular economy engagement” ( i.e., an actor’s disposition to embrace CBMs). Specifically, they highlight and illustrate the role of (1) signaling and convincing as motivation-related practices, (2) matching and legitimizing as opportunity-related practices, and (3) supporting and empowering as ability-related practices. The authors provide illustrative cases for each of these practices along with a discussion of the theoretical and practical implications and the remaining challenges—all with the key aim to push the transition to a circular economy forward.

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Critical Success Factors for Circular Business Model Innovation from the Perspective of the Sustainable Development Goals

Cited by 9 publications

References 124 publications

Enterprise Management Model Innovation and Performance Index Evaluation Based on the Era of Big Data

Enterprise Management Model Innovation and Performance Index Evaluation Based on the Era of Big Data

Circular Economy Supply Chain for Sustainable Development Goals (Sdgs): A Review and Future Opportunities

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

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