scholarly journals Influential factors for value creation within the Circular Economy: Framework for Waste Valorisation

2020 ◽  
Vol 158 ◽  
pp. 104804
Author(s):  
Nadine Leder ◽  
Maneesh Kumar ◽  
Vasco Sanchez Rodrigues
Keyword(s):  
Value Creation ◽  
Circular Economy ◽  
Influential Factors ◽  
Waste Valorisation

Overview of Waste Valorisation Concepts from a Circular Economy Perspective

2020 ◽  
pp. 1-11
Author(s):  
Jinhua Mou ◽  
Chong Li ◽  
Xiaofeng Yang ◽  
Guneet Kaur ◽  
Carol Sze Ki Lin
Keyword(s):  
Circular Economy ◽  
Waste Valorisation

scholarly journals Value Creation on CRM: Evidence of Employee Competence in Bird’s Group Serviced Apartments in Indonesia

2015 ◽  
Vol 1 (1) ◽  
Author(s):  
Irma M Nawangwulan ◽  
Josephine P. Sawirin ◽  
Samuel PD Anantadjaya
Keyword(s):  
Customer Satisfaction ◽  
Value Creation ◽  
Employee Performance ◽  
High Growth ◽  
Influential Factors ◽  
Quantitative Approach ◽  
Customer Relationship ◽  
General Level ◽  
Fast Pace ◽  
Organizational Value

With the fast-pace growth on apartment buildings in major cities in Indonesia, it is interesting to investigate the underlying reasons behind such high growth rates. Relying on the perspective of employee competence and prevailing activities on customer relationship management (CRM), this study intends to investigate the degree on influential factors toward organizational value creation for Bird Group, as the owner/manager of a few service apartments in the city of Bandung, in the province of Jawa Barat, Indonesia. It has become a public knowledge that any potential improvements on employee competence should generally impact the employee performance in carrying their tasks and responsibilities. Improvements on employee performance are expected to bring about enhancements on the combinations of CRM activities. The betterment in CRM activities may likely inspire public to step-up their buying intentions (BI) toward products/services. This may be true as the general level of customer satisfaction has increased. Undoubtedly, the higher BI is expected to push-up the organizational value creation. Having said that, it is uncertain whether or not such relationships do occur among those chosen variables in this study. This study relies on a quantitative approach to objectively evaluate empirical evidence. Since there are countless theoretical discussions on competence and the needs for employee training/development, this study seeks to investigate the actual significant influence of employee competence toward CRM activities, BI, customer satisfaction and organizational value creation. It is expected that the relationships among variables are positive and significant. In addition to the quantitative approach, a qualitative method is also utilized to extract managerial insights on the relationships among variables/indicators. Keywords: employee competence, CRM, customer satisfaction, buying intention, organizational value creation

scholarly journals A Framework for Material Selection in Multi-Generational Components: Sustainable Value Creation for a Circular Economy

Procedia CIRP ◽  
2016 ◽  
Vol 48 ◽  
pp. 370-375 ◽  
Author(s):  
Ryan Bradley ◽  
I.S. Jawahir ◽  
Fazleena Badurdeen ◽  
Keith Rouch
Keyword(s):  
Value Creation ◽  
Circular Economy ◽  
Material Selection ◽  
Sustainable Value

scholarly journals Circular Economy and Relationship-Based View

2020 ◽  
pp. 149
Author(s):  
Cecilia Casalegno ◽  
Chiara Civera ◽  
Fabrizio Mosca ◽  
R. Edward Freeman
Keyword(s):  
Value Creation ◽  
Circular Economy ◽  
Environmental Benefits ◽  
Health Crisis ◽  
Roles And Responsibilities ◽  
Dominant Logic ◽  
Current Health ◽  
Physical Resources ◽  
Value Creation Process ◽  
New Strategies

In this paper, we provide early insights about a rethinking of the dominant logic of circular economy (CE) systems, which are described by the literature as still too strongly focused on the circularity of physical resources primarily for economic and environmental benefits. We could observe that the traditional narrative of the CE is being challenged by new strategies that include the relationships among stakeholders and the reallocation of stakeholder roles. This is even more evident in the current health crisis, COVID-19. Circular economy can have higher integrated impacts beyond the mere economic and environmental spheres if it is conceptualized as an open and dynamic loop of relationships, where stakeholders’ power, roles and responsibilities overlap and converge into an emergent joint-value creation process.

Circular economy business model for smart tourism: the case of Ecobnb

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Pasquale del Vecchio ◽  
Caterina Malandugno ◽  
Giuseppina Passiante ◽  
Georgia Sakka
Keyword(s):  
Business Model ◽  
Value Creation ◽  
Circular Economy ◽  
Business Models ◽  
Business Model Innovation ◽  
Social Implications ◽  
Content Type ◽  
Tourism Management ◽  
Practical Implications ◽  
Smart Tourism

PurposeThe paper aims to shed new light on the process of value creation and business model innovation resulting from circular economy in the context of smart tourism.Design/methodology/approachThe study embraces a qualitative and exploratory approach related to a single case study. Data have been collected through the integration of web-based desk analysis, interviews and social big data analytics.FindingsFindings are related to Ecobnb, a network-based tourism company, coherent with the principles of value creation and business model innovation in the context of circular economy and smart tourism.Research limitations/implicationsThe study allows understanding of how smart tourism and circular economy can represent two important lenses for managing complexity and driving tourism companies and destinations toward sustainable and smart value creation processes.Practical implicationsPractical implications arise for managers and destination makers in terms of innovation of the tourism management and transition of the business models toward a circular configuration.Social implicationsThe study offers social implications by contributing to the dissemination of a culture of sustainability in tourism management and active involvement of local stakeholders in the growth of a tourism destination.Originality/valueThe study provides an original contribution to the debate on tourism by highlighting the obsolescence of traditional models of management in tourism companies and destinations, seen during the recent pandemic emergence, could be solved through the virtuous integration of digital technologies and sustainable approaches.

scholarly journals Industry 4.0 to Accelerate the Circular Economy: A Case Study of Electric Scooter Sharing

2019 ◽  
Vol 11 (23) ◽  
pp. 6661 ◽  
Author(s):  
Trang Thi Pham ◽  
Tsai-Chi Kuo ◽  
Ming-Lang Tseng ◽  
Raymond R. Tan ◽  
Kimhua Tan ◽  
...  
Keyword(s):  
Circular Economy ◽  
Industry 4.0 ◽  
Product Life Cycle ◽  
Sharing Economy ◽  
Influential Factors ◽  
Electric Scooter ◽  
Enterprise Models ◽  
Geographically Distributed ◽  
Time Planning

To achieve sustainability, the circular economy (CE) concept is challenging traditional linear enterprise models due to the need to manage geographically distributed product life cycle and value chains. Concurrently, Industry 4.0 is being used to bring productivity to higher levels by reducing waste and improving the efficiency of production processes via more precise real-time planning. There is significant potential to combine these two frameworks to enhance the sustainability of manufacturing sectors. This paper discusses the fundamental concepts of Industry 4.0 and explores the influential factors of Industry 4.0 that accelerate the sharing economy in the CE context via a case of electric scooters in Taiwan. The result shows Industry 4.0 can provide an enabling framework for the sharing economy in CE implementation.

scholarly journals Sustainable long-term value creation: New finance focus for boards of directors

2021 ◽  
Vol 5 (1) ◽  
pp. 22-30
Author(s):  
Hugh Grove ◽  
Maclyn Clouse ◽  
Tracy Xu
Keyword(s):  
Value Creation ◽  
Circular Economy ◽  
Boards Of Directors ◽  
Research Question ◽  
Business Strategies ◽  
Future Research ◽  
Clear Understanding ◽  
Sustainable Value ◽  
And Performance

The major research question of this paper is how boards of directors’ practices and performance can facilitate the new finance focus on sustainable, long-term value creation. This new finance focus presents opportunities to strengthen corporate performance which enhances the gatekeeper role of boards of directors in helping both shareholders and stakeholders. The following topics are discussed and analyzed in this paper: potential examples, strategic analysis, sustainability analysis, and the circular economy. We discovered several guiding principles based on previous literature, regulatory proposals, and industry practices. Effective boards of directors need to be engaged in sustainable strategy formation and make sure long-term sustainable value creation continues to develop and does not erode. They need to have relevant industry knowledge, diverse expertise, and a proclivity for thinking independently in both good times and bad times, such as the coronavirus pandemic. They also need to develop a clear understanding of sustainable business strategies and how long-term value is created and driven through innovation and the deployment of resources. In addition, we find that boards can assess and monitor ways to measure and manage long-term value creators and drivers and encourage their companies to become involved in the circular economy with its $4.5 trillion investment opportunities. Future research could use case studies and board interviews to investigate boards of directors’ practices and performance, concerning how boards have helped develop strategies and procedures to facilitate this new finance focus on long-term sustainable value creation.

scholarly journals Business Modelling

2021 ◽  
pp. 19-33
Author(s):  
Jan Jonker ◽  
Niels Faber
Keyword(s):  
Business Model ◽  
Value Creation ◽  
Circular Economy ◽  
Business Models ◽  
Building Blocks ◽  
Specific Context ◽  
Business Modelling ◽  
Three Stages ◽  
Do So ◽  
Available Resources

AbstractA transition from a linear economy to a more sustainable and circular economy requires different business models. In this chapter, we provide you with an introduction to the nature and logic of business models. In essence, a business model is a description of how value creation between parties or partners is organized, at a particular moment, in a specific context, and given available resources. Conventional business modelling approaches have several weaknesses—the main point of criticism being their focus on creating financial value. With the Business Model Template (BMT), we try to resolve most of these criticisms. To do so we introduce three archetypal business models: the platform, community, and circular economy business models. This chapter provides an overview on how, over three stages and ten building blocks that together make up the Business Model Template, these archetypal business models will be used.

Sign in / Sign up

Export Citation Format

Share Document