Influential factors for value creation within the Circular Economy: Framework for Waste Valorisation

Abstract

The present trend towards greener and less-waste intensive production methods, has started to establish the idea of a Circular Economy. However, in achieving circularity, obstacles need to be overcome and new business models need to be developed. One of these business model is Waste Valorisation. Waste Valorisation focuses on the transformation of alleged waste, by-products or residue into valuable material. This paper aims to establish the current view on Waste Valorisation models and explore any influential factors within this circular business model through the lens of social capital theory. The findings are based on a focus group discussion with academics, practitioners, and policy makers. Results indicate, collaborative aspects aid to create value within this specific business model, as well as technology can act as a facilitator for collaboration between stakeholders in realizing the benefits of Waste Valorisation model. Based on the findings, a theoretical framework was developed which can be used as a guide to develop further research on waste valorization.

Distributed Manufacturing: A New Digital Framework for Sustainable Modular Construction

“…The reduction in waste material produced in the construction process is the focus of Lehmann [16], citing prefabrication as a way to control use of excess materials in the onsite construction phase of a build. In terms of building waste, Wu et al [17] make the case for an assessment of research in the reuse of construction waste from a materials science perspective to underpin the environmental and logistics benefits espoused by modular housing studies; similarly, Leder et al [18] urge an evaluation of the economic assessment of such waste and its further treatment and/or reuse. Offsite construction, required by modular building designs, is still seen by some as an answer to the increasing worldwide need for the rapid provision of affordable new homes [19,20].…”

Value Creation through Frugal Innovation, Innovation Capability and Knowledge Sharing in a Circular Economy

“…Several studies have examined the value creation concept from a different perspective. However, there are restricted studies that have considered value creation from the perspective of a sustainable business model [19], influential factors [20] and how suppliers articulate customer value [21]. Addressing this research gap, our current research explored innovation capability linked to value creation in SMEs.…”

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

“…(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.…”

“…Cocriar valor com seus clientes e parceiros definindo uma proposta de valor circular clara que gera impactos positivos para todos do ecossistema de negócio. (Rovanto;Bask, 2021), Ritala, 2021), (Bornstein, 2021), (Boerdonk; Krikke; Lambrechts, 2021), (Santa-Maria; Vermeulen; , (Rok;Kulik, 2021), Dmari, 2021); (Viva et al, 2020), (Leder;Kumar;, (Cantele;, , , (Hofmann et al, 2017), Valkokari, 2016) Identificar como o valor flui entre as partes interessadas da rede de valor circular, incluindo aqueles atores que são afetados pelas atividades da organização, com o intuito de mapear os riscos que a proposta circular pode trazer a esses atores, avaliar sua viabilidade e cocriar valor. (Wrålsen;Faessler, 2022), (Santa-Maria; Vermeulen; Baumgartner, 2021), (Averina;parida, 2021), (Schulz et al, 2021), (Galvão, et al, 2020), (BSI, 2017), (Ellen Macarthur Foundation, 2013a) Pautar a proposta de valor na recuperação, restauração e/ou regeneração de recursos e valores a longo prazo.…”

“…(Modelo A), Chirumalla, 2021), (Boerdonk; Krikke; Lambrechts, 2021), (Shevchenko et al, 2021), (Bjørnbet et al, 2021), (Donner;Gohier;, (Leder;Kumar;, , , Giacosa, 2019), Saccani, 2019), (Oghazi;Mostaghel, 2018), (Ellen Macarthur Foundation, 2018a) Definir os clientes e usuários que aceitam produtos circulares identificando suas características com o intuito de compreender e atender suas necessidades e expectativas para cocriar valores circulares. Na EC o foco é no cliente e usuário e não no consumidor.…”