The Circular Business Models

Lacy, Peter; Long, Jessica; Spindler, Wesley

doi:10.1057/978-1-349-95968-6_2

Cited by 13 publications

(12 citation statements)

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“…A list of capabilities within the different functions of a company is provided by Sousa-Zomer et al (2018). When establishing or transforming towards a CBM, existing and new capabilities and competences need to be reconfigured to function optimally in this new setting (Lacy et al, 2014). The study of Burger et al (2019) elaborates on important skills to achieve this.…”

Section: Theoretical Background: From Circular Economy To Circular Bu...mentioning

confidence: 99%

“…In particular, the focus of this study lies in young‐born circular firms that are also called circular start‐ups (Wieser et al, 2022; Zucchella, 2019). Lacy et al (2014) found out that the initial market disruption for CE transition in CBMs was driven by start‐ups. Only recently are large incumbents following in a serious manner (Lacy et al, 2014).…”

Section: Theoretical Background: From Circular Economy To Circular Bu...mentioning

confidence: 99%

“…Lacy et al (2014) found out that the initial market disruption for CE transition in CBMs was driven by start‐ups. Only recently are large incumbents following in a serious manner (Lacy et al, 2014). Circular start‐ups are independent organisations with their own brand, resources, employees and capabilities (Geissdoerfer et al, 2020).…”

Section: Theoretical Background: From Circular Economy To Circular Bu...mentioning

confidence: 99%

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The impact of internal company dynamics on sustainable circular business development: Insights from circular startups

2022

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The circular economy is commonly acknowledged as a solution to ecological problems such as resource depletion and waste emissions. New economic opportunities emerge by transitioning from a linear to a circular economy and innovative business models are needed to translate these opportunities into business reality. In recent years, researchers have investigated a variety of approaches to circular business models, but few studies have been conducted associating internal company dynamics with sustainable circular business approaches. Consequently, the purpose of this study is to investigate the internal dynamics of young and small-scale companies in Germany that adopt a sustainable circular business model. This study focuses on internal barriers, enablers, competences and drivers to sustainable circular business model implementation. A case-based research design was applied, drawing on semi-structured interviews with 12 founders of businesses and organisations with a sustainable circular business model. The study develops four strategies to overcome barriers to sustainable circular business model adoption in young and small-scale companies: (1) humancenteredness in all activities affected by circular business model adoption, (2) high commitment for circularity on the managerial level, (3) requirement of special skills and competences and (4) consideration of cultural aspects inside and outside the company. Further empirical research about established and international incumbents with a sustainable circular business model is needed to be able to compare the internal dynamics of big and small companies in international contexts.

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Section: Theoretical Background: From Circular Economy To Circular Bu...mentioning

confidence: 99%

Section: Theoretical Background: From Circular Economy To Circular Bu...mentioning

confidence: 99%

Section: Theoretical Background: From Circular Economy To Circular Bu...mentioning

confidence: 99%

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The impact of internal company dynamics on sustainable circular business development: Insights from circular startups

2022

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“…Then, [7] analysed all the extant classification frameworks and archetypes, detecting the ReSOLVE framework and the BM Canvas [20] (also used together in a hybrid way) as the referring frameworks to classify them. In particular, [26] detected five CBMs (Circular Supplies, Resource Recovery, Product Life Extension, Sharing Platforms and Product as a Service), supported by ten main technologies (mostly 'digital', e.g. social, cloud, big data analytics and 3D Printing).…”

Section: B Cbms Classification: a Focus On Pssmentioning

confidence: 99%

Building PSS-based circular business model canvases: an application in the waste from electrical and electronic equipment context

Sassanelli

Rosa

Terzi

et al. 2022

2022 IEEE 28th International Conference on Engineering, Technology and Innovation (ICE/ITMC) &Amp; 31st International Associati

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Circular Economy (CE) is becoming even more important for companies. Especially at product End-of-Life (EoL) level, companies must cope with the adoption of circular practices within their well-established business models to turn into Circular Business Models (CBMs), often Product-Service System (PSS) based. However, in very limited cases this transition is supported by a real exploration and detailing of the elements and assets needed to address the specific circular value propositions, even more by a quantification and continuous monitoring of their real implementation. The Business Model Canvas is a valuable method to make the first step. It helps to determine, also for these business model, the key partnerships, resources and activities related to the costs to be sustained, and the channels, customers relationships and segments that could be capable to generate revenues. The aim of this paper is, then, to explore which is the set of feasible and possible PSS-based CBMs, determining and characterizing each of them through the application of the Business Model Canvas method.

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“…A circular economy is the opposite of a linear economy, which uses resources and disposes of them as waste. A circular economy is a system in which the continued use of resources minimizes all forms of waste (Lacy et al, 2020). Implementing the circular heritage concept implies that each system has the potential to become circular (Levoso et al, 2020).…”

Section: Introductionmentioning

confidence: 99%

The circular heritage model of Paris 2024 and its possible local legacy perspective

Ricordel

2023

Local Economy: The Journal of the Local Economy Policy Unit

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There are growing concerns about the rising local costs to organize and host Summer Olympic Games. This has been expressed by local resistance and the abandonment of candidacies. In the face of the difficult context of COVID-19, economic and environmental crises, Paris 2024 is tasked with rebuilding a better Olympic and Paralympic Games (OPG) model – one with high global and local value and low direct local costs. Paris is a heritage-shaped city like London and will use this sporting and cultural heritage as a central element for the OPG model to become sustainable. This circular heritage model (use of an existing heritage) for the OPG reduces direct costs related to infrastructure and organization. However, this is also likely to reduce its local legacy. Comparing the models of Paris 2024 and London 2012 (whereby events are part of this creation of a new heritage), this paper considers each cities ambition for legacy as presented in various public documents. This in-perspective paper seeks to characterize the circular heritage OPG model of Paris 2024 and answer the question of: is its possible local legacy as important as for London 2012 using the convergent method?

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The Circular Business Models

Cited by 13 publications

References 0 publications

The impact of internal company dynamics on sustainable circular business development: Insights from circular startups

The impact of internal company dynamics on sustainable circular business development: Insights from circular startups

Building PSS-based circular business model canvases: an application in the waste from electrical and electronic equipment context

The circular heritage model of Paris 2024 and its possible local legacy perspective

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