Circular business models in high value manufacturing: five industry cases to bridge theory and practice
dc.contributor.author | Okorie, O | |
dc.contributor.author | Charnley, F | |
dc.contributor.author | Russell, J | |
dc.contributor.author | Tiwari, A | |
dc.contributor.author | Moreno, M | |
dc.date.accessioned | 2021-01-13T11:53:22Z | |
dc.date.issued | 2021-01-12 | |
dc.description.abstract | The transition to a circular economy (CE) requires companies to evaluate their resource flows, supply chains, and business models and to question the ways in which value is created. In the high value manufacturing (HVM) sector, this evaluation is critical, as HVM enables value in nonconventional forms, beyond profit, including unique production processes, brand recognition, rapid delivery times, and highly customized services. We investigate the role of value, cost, and other factors of influence in the selection of a circular business model (CBM) for HVM. Explored through five case studies using a qualitative evaluation of circularity, we then contribute to the emerging field of CBMs by modifying the CBM canvas that can capture the nontraditional value, traditional value, cost, and other influencing factors enabled via CBM adoption in HVM. Finally, the important role of digital technologies for incentivizing and enabling CBM adoption, is clarified. | en_GB |
dc.description.sponsorship | Engineering and Physical Sciences Research Council (EPSRC) | en_GB |
dc.identifier.citation | Published online 12 January 2021 | en_GB |
dc.identifier.doi | 10.1002/bse.2715 | |
dc.identifier.grantnumber | EP/R032041/1 | en_GB |
dc.identifier.uri | http://hdl.handle.net/10871/124385 | |
dc.language.iso | en | en_GB |
dc.publisher | Wiley / ERP Environment | en_GB |
dc.rights | © 2021 The Authors. Business Strategy and The Environment published by ERP Environment and John Wiley & Sons Ltd. This is an open access article under the terms of the Creative Commons Attribution License, which permits use, distribution and reproduction in any medium, provided the original work is properly cited. | en_GB |
dc.subject | circular business models | en_GB |
dc.subject | circular economy | en_GB |
dc.subject | digital technology | en_GB |
dc.subject | factors of influence | en_GB |
dc.subject | high value manufacturing | en_GB |
dc.subject | value creation | en_GB |
dc.title | Circular business models in high value manufacturing: five industry cases to bridge theory and practice | en_GB |
dc.type | Article | en_GB |
dc.date.available | 2021-01-13T11:53:22Z | |
dc.identifier.issn | 0964-4733 | |
dc.description | This is the final version. Available on open access from Wiley via the DOI in this record. | en_GB |
dc.identifier.eissn | 1099-0836 | |
dc.identifier.journal | Business Strategy and the Environment | en_GB |
dc.rights.uri | https://creativecommons.org/licenses/by/4.0/ | en_GB |
dcterms.dateAccepted | 2020-12-07 | |
rioxxterms.version | VoR | en_GB |
rioxxterms.licenseref.startdate | 2021-01-12 | |
rioxxterms.type | Journal Article/Review | en_GB |
refterms.dateFCD | 2021-01-13T11:35:49Z | |
refterms.versionFCD | VoR | |
refterms.dateFOA | 2021-01-13T11:53:25Z | |
refterms.panel | C | en_GB |
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Except where otherwise noted, this item's licence is described as © 2021 The Authors. Business Strategy and The Environment published by ERP Environment and John Wiley & Sons Ltd.
This is an open access article under the terms of the Creative Commons Attribution License, which permits use, distribution and reproduction in any medium, provided the original work is properly cited.