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Exploring barriers to implementing different circular business models

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TLDR
In this article, the authors identified barriers to implementation and compared them for different CBMs by analyzing 43 case studies of CBMs, based on in-depth interviews with 31 Dutch firms.
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This article is published in Journal of Cleaner Production.The article was published on 2019-06-10 and is currently open access. It has received 149 citations till now. The article focuses on the topics: Business model.

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Barriers to Circular Business Model Innovation: A Multiple-Case Study

TL;DR: In this article, the authors present a multiple-case study of the circular business model innovation process in 12 Danish companies that includes a cross-case analysis across start-ups and incumbents and across different company sizes, industries and customer segments.
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Circular supply chain management: A state-of-art review and future opportunities

TL;DR: There exist ample scope and open doors for the growth of CSCM which should be investigated with the help of advanced quantitative modeling approaches, highly developed optimization techniques, integrated multi-criteria decision making techniques, and proficient algorithms.
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Circular economy practices in the leather industry: A practical step towards sustainable development

TL;DR: In this paper, a decision support framework for evaluating the challenges to circular economy practices in the context of leather industry is proposed, and the study findings reveal that lack of financial support from authorities is assigned the highest weight in the final ranking results.
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Critical success and risk factors for circular business models valorising agricultural waste and by-products

TL;DR: In this paper, critical success and risk factors of eco-innovative business models that contribute to a circular economy via agricultural unavoidable waste or by-products valorisation are analyzed.
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A system dynamics approach to product design and business model strategies for the circular economy

TL;DR: Analysis of the systemic effects of combining multiple product design and business model strategies for slowing and closing resource loops in a circular economy provides insights into the relationship between design considerations at the beginning of a product's life and their implications for the product's take-back stage when a new manufacturing cycle begins.
References
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Building theories from case study research

TL;DR: In this paper, the authors describe the process of inducting theory using case studies from specifying the research questions to reaching closure, which is a process similar to hypothesis-testing research.
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Building theories from case study research.

TL;DR: In this paper, the authors define a leadership event as a perceived segment of action whose meaning is created by the interactions of actors involved in producing it, and present a set of innovative methods for capturing and analyzing these contextually driven processes.
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TL;DR: The Foundations of Qualitative Research as mentioned in this paper The applications of qualitative methods to social research are discussed in detail in the context of qualitative research in the field of social science research, with a focus on the use of qualitative data.
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Business Models, Business Strategy and Innovation

David J. Teece
- 01 Apr 2010 - 
TL;DR: In this paper, the authors explore the significance of business models and explore their connections with business strategy, innovation management, and economic theory, and understand how the enterprise can organize to best meet customers' needs, get paid for doing so, and make a profit.
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Case research in operations management

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Frequently Asked Questions (2)
Q1. What have the authors contributed in "Exploring barriers to implementing different circular business models" ?

Barriers were analyzed for the following CBMs: circular supplies, resource recovery, product life extension, and the product-as-a-service model. This study shows that key challenges were related to the firm 's external environment, and that the barriers differed between the four business models studied. Whereas most internal barriers encountered by the product-as-a-service model were to do with organization ( for instance, of lease models ), the other models reported these barriers less frequently. The authors investigated the strategies firms used to overcome these barriers. 

Since the sample size did not allow us to differentiate between sectors, this requires further research. The authors therefore recommend focusing future research on further exploring the barriers to implementation of different types of CBMs in a variety of specific sectors. A last promising avenue for further research would be to evaluate the effectiveness of fine-grained policies for promoting the implementation of CBMs, and of bespoke coping strategies and solutions for addressing specific barriers, once these strategies and solutions are in place.