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Analyzing co-creation in business models as going circular
KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.ORCID iD: 0000-0002-4488-1028
Aarhus University, Dept. Business Development & Technology.ORCID iD: 0000-0002-6213-0682
KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.ORCID iD: 0000-0001-6697-9811
KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.ORCID iD: 0000-0002-7717-600X
2019 (English)Conference paper, Oral presentation with published abstract (Refereed)
Abstract [en]

The business potentials of businesses and business models going circular are vast as identified by Nasr (2011). Despite the increase of publications on the topic of circular economy (CE) and circular business models (CBM), there is still a lack of research on the effect on sustainability orientation of the organization (Parida & Vincent, 2019). Also, many firms reveal a lack of integration of sustainability issues in their business strategy and business models, typically hampering a transition to CE (Ritzén and Ölundh Sandström, 2017).

According to Urbinati, Chiaroni and Chiesa (2017) CBMs can be explored based on the degree of adoption of circularity along two major dimensions:

  1. the customer value proposition & interface, i.e. the implementation of the circularity concept in proposing value to customers;
  2. the value network, i.e. the ways through which interacting with suppliers and reorganizing the own internal activities.

The analysis of this study is focused on describing the new business models that these organizations have defined for going circular and specifically scrutinizing the actions (or non-actions) of co-creation that occurs in their value network. T

he selected case organizations are four large mature OEMs, B2C and B2B, and one small C2C service provider. The paper contributes empirically and theoretically with exploration and empirical illustrations of organizations fully in action of innovating their CBMs and identifies the key challenges in integrating CE and business, when innovation is a matter for the companies’ value networks and not only for the individual company.

Place, publisher, year, edition, pages
2019.
National Category
Social Sciences Interdisciplinary
Research subject
Industrial Economics and Management
Identifiers
URN: urn:nbn:se:kth:diva-256042OAI: oai:DiVA.org:kth-256042DiVA, id: diva2:1343455
Conference
4th International Conference on New Business Models, 1-3 July 2019, ESCP Europe Berlin
Note

QCR 20190823

Available from: 2019-08-16 Created: 2019-08-16 Last updated: 2019-08-27Bibliographically approved

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Ritzén, SofiaArekrans, JohanLaurenti, Rafael

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