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Ünal, Enes
Publications (4 of 4) Show all publications
Ünal, E. & Shao, J. (2019). A taxonomy of circular economy implementation strategies for manufacturing firms: Analysis of 391 cradle-to-cradle products. Journal of Cleaner Production, 212, 754-765
Open this publication in new window or tab >>A taxonomy of circular economy implementation strategies for manufacturing firms: Analysis of 391 cradle-to-cradle products
2019 (English)In: Journal of Cleaner Production, ISSN 0959-6526, E-ISSN 1879-1786, Vol. 212, p. 754-765Article in journal (Refereed) Published
Abstract [en]

Given the complexity of circular economy implementation, the literature is missing a strategic stand-point. This paper investigates the taxonomy of circular economy implementation strategies at the managerial level by linking it to strategy literature. The taxonomy was developed by using standard k-mean clustering method that incorporates 391 Cradle-to-Cradle product scorecards of 187 companies from 10 different industries. The analysis was based on the relative importance assigned to each competitive capability that defines the circular economy; namely, material health, material reutilization, renewable energy, water stewardship, and social fairness. Three distinct clusters of circular economy implementation strategy groups were observed: (i) founding (recyclers), (ii) development (all-decent circulars), and (iii) maturity (toxicity fighters). All clusters have been present in various industries, although there is an industry effect. The results indicate that each cluster has a different strategy. The results obtained contradict the general assumption and expectation of simultaneous improvement at all circular economy dimensions. Our research contributes to the theoretical understanding of circular economy implementation by providing a taxonomy of strategies. It contributes to the strategy literature by suggesting that the maturity degree of a competitive capability may determine the implementation strategy. For practice, the study presents a road-map for managers to reach higher degrees of circularity.

Place, publisher, year, edition, pages
ELSEVIER SCI LTD, 2019
Keywords
Circular economy, Circular economy implementation, Circular value configuration, Strategy, Cradle-to-Cradle, Circular business model
National Category
Business Administration
Identifiers
urn:nbn:se:kth:diva-244486 (URN)10.1016/j.jclepro.2018.11.291 (DOI)000457952500065 ()2-s2.0-85059331691 (Scopus ID)
Note

QC 20190321

Available from: 2019-03-21 Created: 2019-03-21 Last updated: 2019-04-04Bibliographically approved
Ünal, E., Urbinati, A. & Chiaroni, D. (2019). Managerial practices for designing circular economy business models The case of an Italian SME in the office supply industry. Journal of Manufacturing Technology Management, 30(3), 561-589
Open this publication in new window or tab >>Managerial practices for designing circular economy business models The case of an Italian SME in the office supply industry
2019 (English)In: Journal of Manufacturing Technology Management, ISSN 1741-038X, E-ISSN 1758-7786, Vol. 30, no 3, p. 561-589Article in journal (Refereed) Published
Abstract [en]

Purpose The purpose of this paper is to investigate the managerial practices that companies can implement in order to design a circular economy business model and how companies can create and capture value from a circular economy business model. Design/methodology/approach The paper adopts a single case study methodology with semi-structured interviews and company, supplier, and manufacturing site visits, conducted in a small-to-medium-size Italian company operating in the office supply industry. Findings The theoretical setting maps a set of managerial practices for a circular economy business model and sets the research gaps and questions in a research framework designed along three main dimensions: value network, customer value proposition and interface, and managerial commitment. Then, through an empirical analysis, the findings reveal that the proposed dimensions are interdependent and reinforce each other. Moreover, the managerial commitment as moderating factor between the value network and the customer value proposition and interface dimensions is identified as essential for reaching the intended goals of circular economy business models. Originality/value An interdisciplinary approach that integrates the research streams of circular economy, social psychology, organizational behavior, and business model design has been pursued to test the theoretical setting and the research framework for circular economy business models in a real-world context.

Place, publisher, year, edition, pages
EMERALD GROUP PUBLISHING LTD, 2019
Keywords
Sustainable production, Green operations, Supply chain management, Small, and medium-sized enterprises, Circular economy, Business model, Value creation, Value capture
National Category
Economics and Business
Identifiers
urn:nbn:se:kth:diva-249782 (URN)10.1108/JMTM-02-2018-0061 (DOI)000463065900002 ()2-s2.0-85054011212 (Scopus ID)
Note

QC 20190429

Available from: 2019-04-29 Created: 2019-04-29 Last updated: 2019-04-29Bibliographically approved
Ünal, E., Urbinati, A., Chiaroni, D. & Manzini, R. (2019). Value Creation in Circular Business Models: The case of a US small medium enterprise in the building sector. Resources, Conservation and Recycling, 146, 291-307
Open this publication in new window or tab >>Value Creation in Circular Business Models: The case of a US small medium enterprise in the building sector
2019 (English)In: Resources, Conservation and Recycling, ISSN 0921-3449, E-ISSN 1879-0658, Vol. 146, p. 291-307Article in journal (Refereed) Published
Abstract [en]

A circular business model represents a holistic system of co-evolving managerial practices for collective value creation, delivery and capture, which provide solutions for sustainable development. Previous research on circular business models aimed to understand value creation mostly in terms of a single managerial practice or in a relatively isolated manner. In particular, little is known regarding the system of managerial practices that creates value. Accordingly, this study proposes a theoretical framework characterized by a set of managerial practices in connection with relevant internal and external contextual factors for creating value within a circular business model. The framework was used in a specific case of a small medium-sized enterprise (SME) operating in building sector, which can be considered a great example of circular economy put into practice. Therefore, the explorative nature of the case allows for deep probing that helps consolidating the framework. Among the main results, essential outcomes included configuring and adapting the company's business model to particular internal and external contextual factors; valorization of local waste by harmonizing managerial practices, and socio-cultural and socio-economic settings, as well as sustainable behaviours among the actors of supply chain. This study contributes to the field of circular business models research by adopting a broader, interdisciplinary approach toward the concept of value creation. Further, it provides managers with a roadmap for creating value by enhancing the degree of circularity within a given context. © 2019 Elsevier B.V.

Place, publisher, year, edition, pages
Elsevier B.V., 2019
Keywords
Building sector, Circular business model, Circular economy, Contextual factors, Sustainability, Value creation, Industrial management, Supply chains, Sustainable development, Building sectors, Business modeling, Managers, building, business, modeling, small and medium-sized enterprise, article, conceptual framework, economic aspect, human, manager, United States
National Category
Business Administration
Identifiers
urn:nbn:se:kth:diva-252510 (URN)10.1016/j.resconrec.2018.12.034 (DOI)000468712900028 ()2-s2.0-85063761364 (Scopus ID)
Note

QC 20190710

Available from: 2019-07-10 Created: 2019-07-10 Last updated: 2019-07-10Bibliographically approved
Urbinati, A., Ünal, E. & Chiaroni, D. (2018). Framing the Managerial Practices for Circular Economy Business Models: A Case Study Analysis. In: 2018 IEEE INTERNATIONAL CONFERENCE ON ENVIRONMENT AND ELECTRICAL ENGINEERING AND 2018 IEEE INDUSTRIAL AND COMMERCIAL POWER SYSTEMS EUROPE (EEEIC / I&CPS EUROPE): . Paper presented at 2018 IEEE INTERNATIONAL CONFERENCE ON ENVIRONMENT AND ELECTRICAL ENGINEERING AND 2018 IEEE INDUSTRIAL AND COMMERCIAL POWER SYSTEMS EUROPE (EEEIC / I&CPS EUROPE). IEEE
Open this publication in new window or tab >>Framing the Managerial Practices for Circular Economy Business Models: A Case Study Analysis
2018 (English)In: 2018 IEEE INTERNATIONAL CONFERENCE ON ENVIRONMENT AND ELECTRICAL ENGINEERING AND 2018 IEEE INDUSTRIAL AND COMMERCIAL POWER SYSTEMS EUROPE (EEEIC / I&CPS EUROPE), IEEE , 2018Conference paper, Published paper (Refereed)
Abstract [en]

Circular economy has become a hot topic for scholars and practitioners as it represents a new industrial paradigm for waste generation, resource scarcity and sustainable economic growth that aims to overcome open systems paradigms, based on the traditional make, take, and disposal process. Whereas this issue has posed a lot of attention to the policies of circular economy as guidelines for policymakers, we still lack of consolidated managerial directions that support companies to implement this paradigm. In other words, although several scientific contributions started to shift the attention from macro (policies) to micro (company) levels of analysis, the issue of which managerial practices companies have to adopt for circular economy implementation still deserves particular attention. Although this literature gap continues persisting, several scholars have opened up the research stream of circular economy business models, which tries to analyze the business model design choices in the light of circular economy principles. Accordingly, we revise the main scientific contributions that analyze the managerial practices for circular economy business models. In doing so, we propose in a comprehensive theoretical framework a map of the managerial practices for circular economy business models that can be adopted at two different business model dimensions, i.e., the value network and the customer value proposition and interface. Therefore, we will test the suitability of our framework on a small medium Italian company operating in office supply industry for 23 years, by looking into the managerial practices that this company has implemented.

Place, publisher, year, edition, pages
IEEE, 2018
Keywords
circular economy, circular economy business model, business model design, value network, value proposition
National Category
Economics and Business
Identifiers
urn:nbn:se:kth:diva-239850 (URN)10.1109/EEEIC.2018.8493650 (DOI)000450163700018 ()2-s2.0-85056489477 (Scopus ID)
Conference
2018 IEEE INTERNATIONAL CONFERENCE ON ENVIRONMENT AND ELECTRICAL ENGINEERING AND 2018 IEEE INDUSTRIAL AND COMMERCIAL POWER SYSTEMS EUROPE (EEEIC / I&CPS EUROPE)
Note

QC 20181219

Available from: 2018-12-19 Created: 2018-12-19 Last updated: 2019-02-19Bibliographically approved
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