Improved solutions for shared value creation and maximization from used clothes: Streamlined structure of clothing consumption system and a framework of closed loop hybrid business model

Jain, Vinit; O'Brien, Will; Gloria, Thomas P.

doi:10.1016/j.clrc.2021.100039

Cited by 9 publications

(8 citation statements)

References 82 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…To develop VP in CBM, assessing consumer-oriented value in products and services, some of the factors such as identification of customer interface/stakeholder need [97,99,100], requirement of high customer interest [99], consumer awareness/behavior/habits [105,[107][108][109] and method of consumers' payment/participating payment structure [105] were found critical.…”

Section: Factors Related To Vpmentioning

confidence: 99%

“…Value creation and delivery largely depend on internal and external activities to achieve specific goals and targets. Within the (internal) boundary of an organization, several factors were found critical on the issue, such as managerial practice and capability enhancement [110,111], organizational strategy (proactive/reactive) [109], consideration of internal and external contextual factors [103,112], fulfilling legal requirements [112], well-being of people, nature, and culture [110,113], understanding of monetary and non-monetary aspects of business [110], firm competitiveness and profitability [114], adoption of cost-competitive process [113], internalizing social, environmental, and territorial value [115], asset management [116], business model experimentation [7], building choice architecture [109], technology adoption [117], societal expectation/ambition [118], green and sustainable procurement [119], technological innovation [107], disruptive innovation [118], and corporate social responsibility application to entire network/suppliers [107,112]. In the CBMI process, partnering with external partners and stakeholders eases the value-creation process.…”

Section: Factors Related To Value Creation and Deliverymentioning

confidence: 99%

See 1 more Smart Citation

Circular Business Model Frameworks: A Review

Islam,

Iyer-Raniga,

Ali

2024

Highlights Sustain.

View full text Add to dashboard Cite

The circular business model (CBM) concepts are vast, interconnected, and emerging. Research to date has been somewhat fragmented, and there would be value in focusing on the systemic identification of the connectivity of the topics around CBM. Furthermore, the business model innovation (BMI) process and business model implementation were identified as two separate spectra of research that should be seen collectively and added to the literature. This article reviewed 256 articles (solely focusing on “CBM frameworks”) published between 2007 and mid-2022, collected from the Scopus database, and analyzed using the content analysis method to identify the research gap/s. Results showed that under circular business model innovation (CBMI), the innovation process and their associated process modeling, archetypes, tools, experimentation, digitalization, and innovation via the inclusion of circular economy (CE) principles and sustainability in BMI were highlighted. From the CBM adoption/implementation perspectives, business ecosystem, technological innovation, product lifecycle management, CBM value dimensions (e.g., value proposition, value creation, and delivery), organizational capabilities, and dynamics were investigated. Topics around sustainability and circularity principles, strategies and organizational performance, CBM value streams, digitalization, and product-service systems were topical issues of the circular supply chain (CSC). A conceptual framework for gaining circular competencies integrating all elemental issues throughout the CBM development process (e.g., innovation, adoption within CSC) has been progressed. Based on the review, this article defined a circular business model as a business model that fundamentally applies one or more of the principles of CE at various product/service/material lifecycle stages, for which sustainability-focused technological innovation, collaboration among business ecosystem partners, and enhanced dynamic capabilities of any organization are prerequisites. Several research gaps were identified with potential avenues for future research directions, which will be helpful for policymakers, business organizations, and researchers.

show abstract

Section: Factors Related To Vpmentioning

confidence: 99%

Section: Factors Related To Value Creation and Deliverymentioning

confidence: 99%

Circular Business Model Frameworks: A Review

Islam,

Iyer-Raniga,

Ali

2024

Highlights Sustain.

View full text Add to dashboard Cite

show abstract

“…surplus if the respective consumer goodwill of donation is sufficiently small. Jain et al [25] proposed a customizable framework of a closed-loop hybrid business model which improved to scale up and accelerate reuse, upcycling, and recycling of used apparel. The study illustrated the potential of the closed-loop hybrid business model to generate higher margins and increase the economic pie for brands while reducing the virgin material pie and increasing the product and material life.…”

Section: Closed-loop Supply Chainsmentioning

confidence: 99%

How to subsidizing the used apparel recycling supply chains effective? An analysis based on the game framework

wang

2022

RAIRO-Oper. Res.

View full text Add to dashboard Cite

Motived to find the optimal subsidy strategies in the used apparel recycling supply chains}, we established a benchmark recycling model including a brand retailer and a remanufacturer, and we extended the benchmark model based on different subsidy scenarios: (a) the government subsidizes the remanufacturer, (b) the government subsidizes the retailer's remanufacturing part, (c) the government subsidizes all recycled apparel from the retailer. The constructed models showed some interesting results. (1) Both the strategies (a) \& (b) drove the same recycling efforts. The remanufacturer maybe mistakenly believe its profits could increase with the lower procurement price in scenario (b). However, the profits were the same in both scenarios. (2) The strong consumer sensitivity to recycling efforts not only increased the retailer's profits but also dropped the remanufacturer's profits. Therefore, the strong consumer sensitivity is not good for all players. (3) The donation ratio should be within a reasonable range. Otherwise, the remanufacturer's profit decreases, and even the remanufacturer withdraws from the supply chain. (4) The optimal subsidy strategy for the supply chain members is that the government subsidizes all recycled from the retailer. Based on our findings, some management insights and suggestions are presented.

show abstract

“…A shift towards the circular economy (CE)-henceforth referred to as "circular transition"-is widely regarded as a trigger for the necessary disruption in the global textile sector and as a way to mitigate the complex nexus of sustainability issues associated with the sector (Harvard Business Review, 2019;UNEP, 2018;UNEP 2021). Building on principles and properties associated with the CE (see Blomsma & Brennan, 2017;Kirchherr et al, 2017), a circular textile sector has to be based on multiple, consecutive cycling of materials (Lewandowski, 2016), and traceability of material inputs across all lifecycle stages (Chemsec, 2018;Jurgilevich et al, 2016) as a lever for drastically changed design, production, and consumption models with significantly lower negative environmental and social impacts, for example, moving from maximizing the number of items sold, to maximizing and retaining the value per item (Vinit et al, 2021).…”

Section: Introductionmentioning

confidence: 99%

Understanding circular economy transitions: The case of circular textiles

2022

View full text Add to dashboard Cite

The circular economy has been proposed to transform global textile supply chains which are currently challenged by a complex nexus of sustainability issues related to the dominant fast fashion trend. Research on circular economy in the textile sector often focuses on businesses or consumers as key enablers in circular transitions, yet it treats them as independent entities and thereby neglects the study of interactions that can provide insight at the systems level. The proclaimed “circular textile mission” in the Netherlands setting a national target for 100% circularity by 2050 is used as case study to address this research gap. We explore the circular textile transition processes found in the context of the Dutch mission and compare the development and interactions among various technical and non‐technological solutions produced by engaged actor constellations for assessing key factors driving and blocking the overall mission fulfilment. To these ends, we derive a theoretical framework based on innovation system theory and conceptualize the Dutch circular textile transition as a Mission‐oriented Innovation System (MIS). Analyzing the structure and functioning of the Dutch mission‐oriented innovation system, we show that (1) there is a good match between the formal Dutch circular textile mission and system actor perceptions; (2) system actors have formed structures around three dominant solution trajectories in the Dutch system: secondhand, mechanical recycling, and chemical recycling; (3) these trajectories expose distinct key virtuous and vicious cycles, which characterize (4) the entire system as formative. Overall, the secondhand trajectory shows most developed structures and most positive dynamics, chemical recycling carries most technological breakthrough potential, whereas mechanical recycling is a mature technology but lacks market demand and supply. We compare the three solution trajectories, discuss the disruptive nature of the Dutch circular textile transition, and suggest installing Extended Producer Responsibility (EPR) as a potential intervention for accelerating system transformation. The study concludes with reflections on the case learnings and considerations for further research on mission‐oriented innovation systems.

show abstract

Improved solutions for shared value creation and maximization from used clothes: Streamlined structure of clothing consumption system and a framework of closed loop hybrid business model

Cited by 9 publications

References 82 publications

Circular Business Model Frameworks: A Review

Circular Business Model Frameworks: A Review

How to subsidizing the used apparel recycling supply chains effective? An analysis based on the game framework

Understanding circular economy transitions: The case of circular textiles

Contact Info

Product

Resources

About