Multinational Corporations and the Circular Economy: How Hewlett Packard Scales Innovation and Technology in Its Global Supply Chain

McIntyre, Kirstie; Ortiz, John A.

doi:10.1007/978-3-319-20571-7_17

Cited by 11 publications

(15 citation statements)

References 2 publications

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“…It is one of the few large-N studies on circular economy (Kirchherr and van Santen 2019). Thus far, research on CBMs has mainly focussed on approaches to CE by large incumbents, such as Google, Carlsberg, Renault or Unilever, possibly because of their higher visibility and the influence they have on their respective markets (Bocken et al, 2017;Franco, 2017;Frishammar and Parida, 2019;Ma et al, 2014;McIntyre, Ortiz, 2016;Niero et al, 2017;Stewart, Niero, 2018;Urbinati et al, 2017;Williams, 2007). In contrast, to the best of the authors' knowledge, no empirical scholarly work thus far has been carried out on CSUs directly.…”

Section: Introductionmentioning

confidence: 99%

A typology of circular start-ups: An Analysis of 128 circular business models

Henry

Bauwens

Hekkert

et al. 2020

Journal of Cleaner Production

262

252

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The circular economy (CE) concept is much-heralded among policy-makers, scholars and industry professionals as an accelerated pathway towards sustainability. This move away from the dominant linear system where products are discarded at the end of product lifecycle is deemed necessary since it is the main cause of an accelerated resource consumption. Business models are considered as a key enabler for the shift from a linear to a CE. However, research on circular business models has mainly focused on circular approaches adopted by incumbent firms, while the contributions of newly established firms (the authors call these 'circular start-ups') have been largely overlooked. This article scrutinises the business models of circular start-ups and how they may differ from those of incumbent firms embracing CE. For this, it analyses the circular business model strategies and innovations adopted by circular start-ups, relying on a novel data sample of 128 circular start-ups identified in three major CE ecosystems in Europe: the Randstad region in the Netherlands, Berlin and London. Based on this data, a novel typology of circular start-ups is proposed, distinguishing between five circular start-up archetypes: design-based, waste-based, platform-based, service-based and nature-based start-ups. The results also show that circular start-ups tend to embrace strategies corresponding to higher levels of circularity than those of incumbents. This preliminarily suggests that circular start-ups can indeed make major contributions to transitioning towards CE.

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Section: Introductionmentioning

confidence: 99%

A typology of circular start-ups: An Analysis of 128 circular business models

Henry

Bauwens

Hekkert

et al. 2020

Journal of Cleaner Production

262

252

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“… [ 138 ] X Thermo-chemical exploitation of plastic. [ 140 ] X Product design using sharing economy and IoT concept. [ 146 ] X Reusing secondary material from landfills to manufature bricks in Italy.…”

Section: Resultsmentioning

confidence: 99%

Bibliographic mapping of post-consumer plastic waste based on hierarchical circular principles across the system perspective

Sitadewi

Yudoko

Okdinawati

2021

Heliyon

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The current dominating production and consumption model is based on the linear economy (LE) model, within which raw materials are extracted-processed-consumed-discarded. A circular economy (CE) constitutes a regenerative systemic approach to economic development which views waste as a valuable resource to be reprocessed back into the economy. In order to understand the circular strategy for a systemic change from an LE to a CE as a means of resolving the issue of plastic waste, this research aims to map current circular strategy trends across the system perspective contained in the literature relating to plastic CE literature. The novelty of the research lies in the mapping and review of the distribution of comprehensive circular strategies within the 9R framework across the entire system perspective (e.g. micro-meso-macro) down to its sub-levels in the literature on a plastic CE. The bibliographic mapping and systematic literature review iindicateed that the majority of the research focused on recycle (R8), followed by refuse (R0), reuse (R3), and reduce (R2). Certain circular strategies are more appropriate to handling certain plastic materials, despite CE's favoring of prevention and recycling over incineration. Recover (R9) is often used to process mixed and contaminated plastic. Recycling (R8) is the most popular circular strategy and the most applicable to plastic material with three recycle trends, namely; mechanical recycling, chemical recycling and DRAM (Distributed-Recycling-and-Additive-Manufacturing). Prolonging the product life through refurbishing (R5) is not applicable to plastic due to its material limitations. Reduce (R2) popularity as circular strategy reflects the preference to reduce consumption, either by launching campaigns to prevent waste or increasing production efficiency. Research on Rethink (R1) has largely focused on rethinking product design, consumer and organization behavior and perceptions of CE. Refuse (R0) strategy is an adoption of bio-based plastics which have a similar function to fossil-based plastics.

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“…As we can see from the experience of the greatest global corporations (e.g., Mitsubishi Corporation), the world's reality is quite different and now the biggest global companies see the circular economy simply as a specific tool to compete, in the context of a network vision (McIntyre & Ortiz, 2016).…”

Section: Emerging Issuesmentioning

confidence: 99%

Competitive Circular Economy Management. The Mitsubishi Corporation Case

Brondoni¹

2020

Symphonya. Emerging Issues in Management

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In today’s scenario of ‘hyper competition’, global corporations face many other MNCs (more and more frequently based in the US, China, South Korea, Taiwan and Europe). In oversize economy, global companies move to adopt closed innovation policies. In particular, the circular economy suggests that sustainable outputs can be achieved without loss of revenue or extra costs for global manufacturers. The transformation from MNCs to global networks has led towards vertical specialization and highly diversified patterns of collaboration through inter-firm and intra-firm transactions coordinated by global corporations. As we can see from the experience of the greatest global corporations (e.g., Mitsubishi Corporation), the biggest global companies see the circular economy as a specific tool to compete, in the context of a network vision (competitive circular economy management).

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Multinational Corporations and the Circular Economy: How Hewlett Packard Scales Innovation and Technology in Its Global Supply Chain

Cited by 11 publications

References 2 publications

A typology of circular start-ups: An Analysis of 128 circular business models

A typology of circular start-ups: An Analysis of 128 circular business models

Bibliographic mapping of post-consumer plastic waste based on hierarchical circular principles across the system perspective

Competitive Circular Economy Management. The Mitsubishi Corporation Case

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