Business Model Innovation for a Circular Economy in the Agricultural Sector

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.

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Business Model Innovation for Circular Economy: Integrating Literature and Practice into a Conceptual Process Model

Proceedings of the Design Society: International Conference on Engineering Design ◽

10.1017/dsi.2019.258 ◽

2019 ◽

Vol 1 (1) ◽

pp. 2517-2526

Author(s):

Marina de Padua Pieroni ◽

Tim McAloone ◽

Daniela Pigosso

Keyword(s):

Business Model ◽

Circular Economy ◽

Process Model ◽

Dynamic Capabilities ◽

Business Model Innovation ◽

Process Models ◽

Innovation Development ◽

Learning Skills ◽

Systemic Process ◽

Three Stages

AbstractA key question regarding business model innovation/development for circular economy is “how to make it happen in practice”? By systematically reviewing 92 approaches from circular economy and sustainability literature and practice, this research identifies requirements and proposes a holistic and systemic process for business model innovation for circular economy. This conceptual process model was consolidated based on the integration of the unique elements of sixteen existing process models. It comprises three-stages (sense, seize, transform) based on a dynamic capabilities view, and envisions 33 activities, 21 deliverables, 88 techniques/tools and 13 enablers or catalyzers for change. Besides enabling the view of processes and procedures with behavior and learning skills required to inspire circular economy thinking in business model innovation, it highlights the importance of 'formalized' decision-making procedures and includes activities to integrate sustainability thinking and to support the identification of required changes in product innovation/development.

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Management Control and Business Model Innovation in the Context of a Circular Economy in the Dutch Construction Industry

Sustainability ◽

10.3390/su14010366 ◽

2021 ◽

Vol 14 (1) ◽

pp. 366

Author(s):

Henk Ruiter ◽

Frank De Feijter ◽

Koos Wagensveld

Keyword(s):

Control Systems ◽

Business Model ◽

Circular Economy ◽

Business Models ◽

Business Model Innovation ◽

Management Control ◽

Research Approach ◽

Interactive Control ◽

Construction Companies ◽

Governmental Organizations

This study explores how different forms of management control support and enable business model innovation in the context of the principles of the circular economy. Following a qualitative research approach, empirical data is collected from construction companies and governmental organizations in the Netherlands. Building on Simons’ four levers of control. This paper illustrates how to balance the intended and emergent strategies via the organization’s management control system. According to Simons, the four levers encompass the beliefs systems, the interactive control systems, the diagnostic control systems, and the boundary controls. The empirical findings uncover the beliefs systems and the interactive control systems to be the most relevant levers that enable and drive business model innovation striving for the effective use of materials. Rather than measuring the output with predefined performance indicators, business model innovation in this context is better served by diagnostic controls which evaluate how innovative business models contribute to the organization’s mission.

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