Consumer acceptance of circular business models and potential effects on economic performance: The case of washing machines

The COVID-19 pandemic of 2020 will have a significant influence on travel, tourism, and hospitality globally. With a massive reduction in tourism globally because of the health crisis, the industry will have to plan recovery and rebuilding of the industry with greater consideration of the biosecurity of customers. A critical element in the reorganisation of the industry will involve the increased incorporation of automation technologies. This paper adopts a supply-side perspective and elaborates on the opportunities that automation technologies provide to travel, tourism, and hospitality companies to mitigate the negative impacts of biosecurity threats on their economic performance. It discusses the costs and benefits of the incorporation of increased levels of automation, especially in regards to the benefits of the safety and health of the consumer. It elaborates on how the current pandemic would stimulate the adoption of automation technologies. Finally, the paper discusses how this fits into the business models of tourism-related industries and outlines the micro- and macroeconomic implications of the greater incorporation of automation into the industry.

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Innovative Business Models and Varieties of Capitalism: Financialization of the U.S. Corporation

The Business History Review ◽

10.1017/s0007680500001987 ◽

2010 ◽

Vol 84 (4) ◽

pp. 675-702 ◽

Cited By ~ 79

Author(s):

William Lazonick

Keyword(s):

Economic Growth ◽

Business Model ◽

Economic Performance ◽

Business Models ◽

New Paradigm ◽

Executive Pay ◽

Old Economy ◽

Stock Buybacks ◽

The U.S

How does economic organization affect economic performance? This analysis of the historical transformation of the U.S. economy from the business model of the “old economy” to that of the “new economy” demonstrates that the Japanese challenge of the 1980s was an important catalyst for the shift. Anchored by the “Chandlerian” corporation, the old model delivered economic growth that was much more equitable and stable than the new one. Furthermore, the business model that underpinned the Japanese challenge represented a superior version of the old U.S. prototype. The fi nancialization of corporate decision-making under the new paradigm has been the prime source of inequity and instability in U.S. economic performance over the past three decades. As manifested in outsized executive pay and massive stock buybacks, the fi nancialization of the U.S. corporation threatens long-term economic growth.

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Study of collaborative PRM business model for sustainability

Benchmarking An International Journal ◽

10.1108/bij-04-2016-0048 ◽

2017 ◽

Vol 24 (7) ◽

pp. 1891-1911 ◽

Cited By ~ 8

Author(s):

Ankita Ray ◽

Sandeep Mondal

Keyword(s):

Supply Chain ◽

Financial Performance ◽

Business Model ◽

Economic Performance ◽

Business Models ◽

Social Performance ◽

Primary Objective ◽

Business Strategies ◽

Bottom Line ◽

Content Type

Purpose Sustainable development comprises three bottom line concepts, i.e. protect environment, improve economic performance, and social performance. Business organization with only profitability as the primary objective may lead to a highly competitive market which mainly focuses on financial performance and pay less attention to environmental and social performance. Companies that adopt the product recovery activities also select economic performance as the prime priority of their business objectives. The purpose of this paper is to give a brief idea about a different kind of business model other than conventional business models. Here, the authors aim to represent collaboration among firms, companies, and players within a closed-loop supply chain (CLSC) to build a leading business model that establishes three basic concepts of sustainability. Design/methodology/approach From literature the authors identified that the primary objective of establishing a sustainable business model is environmental issues but achieving economic performance and gaining market share increase competition among companies. The authors also identified that increasing financial performance results in the development of a competitive business model. This literature review helps to represent the concept of collaborative business model, its benefit, and its mechanism and also helps to compare it with competitive business model in terms of sustainability. Findings In case of the collaborative business model, the authors found that collaboration is better than competition to sustain in the market. The authors described the collaborative business model and mechanism of both competitive and collaborative business strategies in a CLSC. The authors gave an idea to adopt some well-known business model and pricing policies for the collaborating firms. The authors presented a comparison between the collaborative and competitive business model and also identified different types of collaborative and completive relationship among the players within a CLSC. Originality/value Government legislations, e-waste rules, and environmental rules involve original equipment manufacturer (OEM) for taking back its end-of-life (EOL)/end-of-use products. A collaborative business model helps OEM to manage those huge amounts of used products by involving third parties within the supply chain. Here, in this paper the authors represent different collaborative parties and their purpose for collaboration, and also represent a strong belief that collaborative business model is the recent trend for establishing sustainability than competitive business model.

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COMPARING CONSUMERS’ PRODUCT CARE IN ACCESS AND OWNERSHIP MODELS

Proceedings of the Design Society: DESIGN Conference ◽

10.1017/dsd.2020.80 ◽

2020 ◽

Vol 1 ◽

pp. 2167-2176

Author(s):

V. S. C. Tunn ◽

L. Ackermann

Keyword(s):

Online Survey ◽

Business Models ◽

Resource Consumption ◽

Service Systems ◽

Consumer Product ◽

Need For Care ◽

Washing Machines ◽

Product Service ◽

Product Service Systems

AbstractProduct-service systems are circular business models that can potentially extend product lifetimes and reduce resource consumption. However, consumer product care is crucial in these business models. We explore consumer product care of newly bought, second-hand, and accessed bicycles and washing machines through an online survey (n = 212). Our analysis shows lower consumer product care of accessed products compared to ownership. Three strategies could address this; design for care, design to reduce the need for care, contractual conditions to stimulate care or penalise the lack thereof.

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Sustainable innovation, business models and economic performance: an overview

Journal of Cleaner Production ◽

10.1016/j.jclepro.2012.08.013 ◽

2013 ◽

Vol 45 ◽

pp. 1-8 ◽

Cited By ~ 421

Author(s):

Frank Boons ◽

Carlos Montalvo ◽

Jaco Quist ◽

Marcus Wagner

Keyword(s):

Economic Performance ◽

Business Models ◽

Sustainable Innovation

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Supporting Circular Economy through Use-Based Business Models: The Washing Machines Case

Procedia CIRP ◽

10.1016/j.procir.2017.03.018 ◽

2017 ◽

Vol 64 ◽

pp. 49-54 ◽

Cited By ~ 7

Author(s):

Maria Grazia Gnoni ◽

Giorgio Mossa ◽

Giovanni Mummolo ◽

Fabiana Tornese ◽

Rossella Verriello

Keyword(s):

Circular Economy ◽

Business Models ◽

Washing Machines

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Study on the impacts of sharing business models on economic performance of distributed PV-Battery systems

Energy ◽

10.1016/j.energy.2018.07.096 ◽

2018 ◽

Vol 161 ◽

pp. 544-558 ◽

Cited By ~ 11

Author(s):

Yanyan Tang ◽

Qi Zhang ◽

Benjamin Mclellan ◽

Hailong Li

Keyword(s):

Economic Performance ◽

Business Models ◽

Battery Systems

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Prone to “care”?

Social Enterprise Journal ◽

10.1108/sej-11-2017-0058 ◽

2018 ◽

Vol 14 (3) ◽

pp. 312-327 ◽

Cited By ~ 3

Author(s):

Anne Laure Humbert ◽

Muhammad Azam Roomi

Keyword(s):

Economic Performance ◽

Business Models ◽

Longitudinal Design ◽

Negative Relationship ◽

Sampling Strategy ◽

Social Entrepreneur ◽

Social Entrepreneurs ◽

Content Type ◽

Social Mission ◽

Reported Data

PurposeLittle attention has been given specifically to the experience of women social entrepreneurs despite the assumption they are prone to “care”, and even less to their motivations or their self-perception of success. This paper aims to provide an insight into the relationship between motivations and social and economic performance among women social entrepreneurs in ten European Union countries.Design/methodology/approachThis paper classifies the motivations of women social entrepreneurs, drawing on the results of a survey conducted (n= 380) by the European Women’s Lobby. The paper then examines how these motivations relate to self-perceptions of social and economic performance.FindingsIn addition to being driven by self-interest and prosocial motivations, women social entrepreneurs also seek to develop alternative business models. Where a social mission is central, women are likely to feel successful in meeting their social aim; however, there is a strong negative relationship between self-interested motivations and revenue.Research limitations/implicationsThis analysis relies on perceptual and self-reported data; therefore, more objective measures should be considered for further research, possibly combined with a longitudinal design. Another limitation of this paper lies in the non-random sampling strategy used to identify a hard-to-reach population such as women social entrepreneurs.Practical implicationsThe findings provide a better understanding of the motivations of women social entrepreneurs. This may be useful in assisting funding or support organisations, as well as social investors, evaluate where to best invest resources. In addition, a more nuanced understanding of motivations among women social entrepreneurs can inform policies aimed at supporting women social entrepreneurs, without necessarily being bound by the expectation to maximise economic and/or social outcomes.Originality/valueThis paper demonstrates the centrality of the social mission for women social entrepreneurs. The results also identify “seeking an alternative business model” as a key motivation among women social entrepreneurs, thereby breaking existing conceptualisations of entrepreneurial motivations on a binary spectrum as either “self-interested” or “prosocial”. The paper also shows that having other than prosocial motivations for becoming a social entrepreneur does not necessarily lead to higher economic revenue.

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Antitrust Enforcement for the 21st Century

The Antitrust Bulletin ◽

10.1177/0003603x19877008 ◽

2019 ◽

Vol 64 (4) ◽

pp. 514-530

Author(s):

Marc Jarsulic

Keyword(s):

21St Century ◽

Economic Performance ◽

Business Models ◽

Market Competition ◽

Digital Data ◽

Merger Policy ◽

Antitrust Enforcement ◽

Barriers To Entry ◽

Firm Level ◽

The U.S

Market competition is faltering in important parts of the U.S. economy. Measures commonly used by economists to evaluate firm-level economic performance now indicate that many firms have market power and are earning profits above competitive levels. The expected response—the entry of new firms that want to earn a share of those higher returns in those markets—has not happened. This is a consequence of barriers to entry, arising from a variety of sources including increased market concentration, the increased use of intellectual property protection in the form of patents, the rise of business models dependent on network externalities, and the rising importance of digital data as an input in production. The principal conclusion of this article is that antitrust policy must be reoriented to effectively limit the creation of barriers to entry. An example of how merger policy could be changed is developed.

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