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This conceptual study explores the alignment between servitization—a shift from selling products to offering services—and circularity principles. The study introduces institutional confluence—a configuration of institutional pressures that enhance business model legitimacy to stakeholders and facilitate operational success— which can serve as a driver aligning servitization with circular principles. Institutional confluence has the capacity to trigger novel business models, shape resources and processes, enhance value capture, and inhibit unsustainable business models. The study develops the concept and underscores the role of institutional confluence in promoting this alignment and subsequent environmental sustainability. The article utilizes illustrative case examples from servitization and circular business models to develop the concept of institutional confluence serving sustainable servitization. The study offers strategic insights for managers and policymakers, emphasizing the need for a holistic approach that integrates servitization and circularity from the outset of business model design. It advocates for policies that leverage regulatory, normative, and mimetic pressures to foster sustainable business practices. The article contributes to the servitization literature by delineating the mechanisms through which institutional forces facilitate or hinder the integration of servitization and circularity, offering directions for future research to explore these dynamics across different contexts and industries. • Management scholars have tended to view the uptake of servitized circular business model frameworks through an internal business model lens, with firm-level innovation capabilities. We look beyond the focal company and consider how business model development interacts with wider societal development. • This paper utilizes institutional influences as explanatory drivers for this process. • The paper introduces the concept of institutional 'confluence', a mutually reinforcing process of interactivity between institutional pressures, for servitized circularity. • Policymakers are encouraged to enhance normative socio-cultural pressures for servitized circularity. [ABSTRACT FROM AUTHOR]

Product service systems (PSS) are an example of a novel business model billed as having the potential to significantly reduce the environmental burdens of production and consumption processes. However, despite widespread interest in PSS, consensus regarding their actual environmental impacts, particularly with regard to salient issues such as global warming, is lacking. Hence this paper explores existing research to investigate the state of the art regarding the climatic impacts of PSS, alongside the set of factors that influence climatic impacts. The paper comprises a systematic review of peer-reviewed academic literature, quantifying the extent to which different types of PSS have the capacity to reduce greenhouse gas emissions across multiple product categories. Our study shows that significant reductions in climatic emissions are possible, but PSS are in many cases associated with more modest reductions and, in some cases, increased emissions. Further, we observe no clear differences in climatic impacts according to the type of PSS model that is deployed. Rather, differences in climatic impact are influenced by factors such as production and design alongside use-phase impacts and contextual factors such as transportation and the energy mix. The study argues that further research is needed to establish a more robust baseline upon which to draw conclusions regarding the sources of climatic impacts, and outlines fruitful ways for companies to tackle the complexities of climatic emissions that are beyond their control. • In some cases, product service systems can reduce climatic impacts by up to 80%. • In other cases, climatic impacts increase compared to traditional product sales. • Climatic impacts are influenced by use intensity, transportation and production. • Other contextual factors such as the energy mix play a role. • More quantitative assessments are needed with less reliance on estimations. [ABSTRACT FROM AUTHOR]

Traditional business models increasingly less accurately accommodate changes taking place in the market. Growing competition, sharing economy, digital transformation, corporate environmental responsibility, and increasing customer requirements exert pressure on enterprises to change their business mentality. One can easily observe the need for integrated, environment-friendly solutions that generate new value added to customers. To achieve that, we need new business models that would allow to discover new potential in new markets. In the face of dynamic market changes, traditional business models are increasingly less capable of addressing the growing competition, sharing economy, digital transformation, corporate environmental responsibility, and the rising demands of customers. There is a clear need for integrated, environmentally friendly solutions that generate new added value for customers. Achieving this goal requires the development of new business models that enable the discovery of potential in new markets. Therefore, searching for and creating new business models that would stand up to requirements is vital. These problems could be solved by a PSS considered a personalized business model operating in an extended time horizon. PSS is an opportunity to sell product functions and availability, as well as a perspective for multiple uses of products. This paper presents a pioneering attempt to develop a Product-Service System (PSS) business model specifically tailored for the plastics industry. An innovative approach consists in the integration of a machinery and a tool into a production unit and adding an array of services to it. This groundbreaking research, unprecedented in its scale, involved a comprehensive questionnaire-based study conducted across 60 plastics processing plants employing prevalent production techniques. The study is unique in its extensive scope and depth, as such an analysis of PSS business models within the plastics industry has not been previously explored in the open literature. The research methodology applied is thorough, covering a wide range of practical aspects crucial for the effective implementation of PSS in the plastics sector. This paper stands out for its detailed examination of 60 enterprises in the plastics industry, focusing on their interest in 95 services essential for the optimal operation of plastics processing plants and their engagement with representatives from the plastics industry. This extensive study offers valuable insights into the usage of machines and tools in plastics processing, as well as the specific needs, requirements, and challenges faced by businesses in this sector. Results of analyses demonstrate that interest in services differs depending on the size of an enterprise, processing technique, having a toolroom or not, product range, and the duration of breakdowns. A new PSS business model for plastics processing was built based on the analysis of PSS design methods and sectors to which they are addressed, PSS used in practice, plastics processing sector, questionnaire-based studies conducted among plastics processing plants, statistical analyses, advice and consultancy sessions with experts from the investigated industry, finances and trade patterns for machines. Until to date the question of precise design of such a business model for the plastics processing sector has neither been examined nor discussed or evidenced. The paper aims to bridge this gap. The approach to the issue was innovative, based on a questionnaire survey and consultations with experts which allowed to faithfully reproduce the current condition of the investigated sector. In addition, each service added on to the production unit underwent a detailed statistical analysis. The hereto presented business model is extremely comprehensive as it can be used in plastics processing plants of different sizes. [ABSTRACT FROM AUTHOR]

A decade ago, Mobility as a Service (MaaS) has emerged as a revolutionary concept destined to change the traditional transport paradigm. Indeed, MaaS envisions an integrated and on-demand transportation ecosystem where users have access to a variety of mobility options via a unified digital platform that centralizes information, ticketing, and payment systems for different service providers. Recognizing its disruptive potential, in this paper we examinate the effects of MaaS introduction in the market, with a particular focus on businesses within the industry. Specifically, we aim at investigating the dynamic nature of business model innovation within the MaaS business ecosystem, thus capturing the changes, adaptations, and innovations that organizations have undergone, providing valuable insights into the new value creation, capture and delivery mechanisms that have emerged. To achieve these goals, we have employed an inductive, multiple case study approach, focusing on a total of six renowned organizations representing two key actor categories within MaaS ecosystems: service providers and technology providers. Our findings reveal that, despite their heterogeneity, both service and technology providers have adopted similar strategies in their transition to MaaS. Utilizing the value creation, capture, and delivery framework, we developed distinct models for each of these categories. We have identified common firm-specific mechanisms which have been categorized into broader macro-level mechanisms of value creation, capture, and delivery, drawing from existing literature. The findings of this study contribute to the ongoing academic literature related to MaaS and to business model innovation. Furthermore, they offer valuable practical insights for managers and policymakers, providing a guidance for strategic decision-making aimed at fostering the development and sustainability of innovative MaaS systems. [ABSTRACT FROM AUTHOR]

Collaborative networks (CNs) are joint entities of autonomous partners that work towards a common goal with shared resources and roles. In 2016, the United Nations announced 17 sustainable development goals (SDGs) as part of the 2030 agenda. SDG 17 is "Partnerships for the goals" highlighting the importance of cross-country and cross-company collaborative action. Although the link between CNs and sustainable development is frequently declared, no study in the literature investigates the connection between CNs and the SDGs. This systematic literature review (SLR) follows the preferred reporting items for systematic reviews and meta-analyses (PRISMA) guidelines. Based on the SLR results, a context-interventions-mechanisms-outcomes (CIMO) framework for CNs is proposed, serving as a tool to comprehend the types of CNs to achieve the SDGs. Only 10 out of 77 articles mentioned the SDGs they address. The norm is to focus on a single SDG per study and not assess the dimension of the impact on the SDGs or the trade-offs that can be established between them. The most frequently mentioned SDGs in the text are SDG 9 and SDG 12, with only 2 articles focusing on the social dimension. SDG 10 and SDG 16 were not mentioned in any of the articles. The majority of articles are case studies and technical papers, developing scale-up solutions and creating value from waste. The identified gaps lead to the proposition of several potential research areas: 1) the need for developing mechanisms that allow CNs to effectively implement interventions that achieve specific SDGs; 2) the lack of studies incorporating the social dimension given the social nature of the SDGs; 3) few SDGs are addressed by CNs (particularly SDG 9 and SDG 12) and majority of SDGs are ignored; 4) there is a scarcity of studies targeting the tertiary sector; 5) the need for alignment of CNs' business models with the SDGs; 6) a lack of studies addressing specific SDGs (6, 10, and 16); and 7) the necessity of studies demonstrating collaboration between industry and academia for systemic change. The study aids decision-makers in identifying policies that facilitate the formation of CNs aligned with the SDGs. • This review of the state-of-the-art of CNs research within SDGs establishes a foundation for future research. • A conceptual framework for research on CNs within SDGs is designed. • A research agenda was presented based on what is emerging and what is missing from the literature. • Using the CIMO framework, prescription rules are established to guide actions or decisions. [ABSTRACT FROM AUTHOR]

Circular economy (CE) strategies are largely adopted in the manufacturing sector. Nevertheless, the benefits of circular strategies could be reduced by the occurrence of the rebound effect (RE), defined as resource overuse due to improved efficiency in a system. Understanding the causes, mechanisms, and characteristics of CE's REs is therefore crucial for the effective implementation of CE strategies in the manufacturing sector. The main gap concerns the limited understanding of the occurrence of RE within CE in manufacturing. To this concern, five domains (i.e., business models, drivers, product lifecycle management (PLM), circular manufacturing ecosystem, and socio-economic aspects) have been initially identified in the twofold CE-RE domain. Starting from these, the paper aims to investigate and map the relations among these dimensions and unveil the related type of RE for each of them. To address this objective, a conceptual map, grounded on a systematic literature review (SLR), has been obtained to explore the five dimensions. The conceptual map showed the relations between the five dimensions and the possible occurrence of RE types (i.e., direct, indirect, economy-wide, and transformational). It turned out that the five dimensions are closely related. For example, socio-economic aspects were influenced by the adoption of circular business models and have a role in PLM strategies. Instead, from a RE perspective, socio-economic aspects dimension, linked to business model and PLM ones, could generate direct and indirect RE. The driver dimensions related to circular manufacturing and business models could cause economy-wide and transformational RE. The map of the relations obtained offers an initial framework to be exploited to prevent and mitigate possible CE's REs occurring in manufacturing. [ABSTRACT FROM AUTHOR]

In recent decades, the world has witnessed a sudden rise in population and rapid urbanization. This has led to an increase in the water demand and consequently an upsurge in wastewater. Water scarcity, coupled with untreated wastewater, has become a major concern throughout the world. Municipalities are challenged with the task of treating wastewater and meeting domestic, agricultural, and industrial demands. Mismanagement of wastewater results in economic, social and environmental loss. The high concentration of population, lack of sanitation and water security, reduced awareness, and evident pollution have made India a home full of opportunity and innovation in the wastewater management (WWM) business. The paper gives a comprehensive review to understand the wastewater management and business approach. The research uses Total Interpretive Structural Modelling (TISM) to identify, acknowledge, and interpret the major factors for the stakeholders and for future companies who wish to venture into the wastewater management business. The study provides insight into developing a circular economy solution and gives a vivid framework highlighting the relevant factors for a successful WWM business. The study also provides direction to the practitioners who are involved in the WWM industry and helps evaluate their options, prioritizing resource-efficient solutions. [Display omitted] • Develop a strategy for an efficient wastewater management business framework. • Identifying the factors crucial for the success of a wastewater management business. • An integrated multi-attribute interpretive structural decision approach is proposed. • Provides a pragmatic business framework with dependent and driving factors. • Managerial implication & policy insights for implementing the model are discussed. [ABSTRACT FROM AUTHOR]

The aim of this paper is to advance research on sustainability within the fashion industry by explaining the combinations of social, environmental, and economic values that form the basis of sustainable business models in the Nordic fashion industry and to identify the main challenges fashion companies face in developing such models, given the limitations in current literature. Through an industry-focused case study of the Nordic fashion industry, recognized for its homogeneity and sustainability leadership, this study investigates how Nordic fashion companies collectively create value through the lens of the value mapping tool. The study adopts an inductive approach through eleven in-depth interviews with experts, managers, and owners. Additionally, it integrates secondary data derived from published information, enhancing the understanding of what sustainable business models in the Nordic fashion industry entail. The analysis enabled the identification of twenty-six elements related to the durability and longevity of products and gender-neutral and timeless design. The results suggest that a more holistic approach to sustainability is needed to facilitate the companies' move from unsustainable business models to more sustainable ones. This article contributes to the literature by identifying broader patterns of value creation, value delivery, and value capture within the Nordic fashion industry. Furthermore, it enhances knowledge of social and environmental actions surrounding and examines barriers to sustainability activities. The practical contribution arises from the provision of a better understanding of the key elements in sustainable fashion business models of Nordic fashion companies, and thus, it is relevant to academia, practitioners, and policymakers. [ABSTRACT FROM AUTHOR]

Designing circular business models requires a combination of systems-level and company-level approaches, highlighting the importance of collaboration. While digital technologies can enable such business models, studies that shed light on the creation of multiple types of value in collaborative and digital technology-driven environments, are currently limited. This paper, therefore, aims to explore the process of designing digitally-enabled collaborative business models, using the UK plastics sector as a context that has seen a rise in new digital technology applications to plastics mandated by new regulations. To this end, we have worked with fifteen plastics sector organisations as part of an empirical qualitative study aiming to develop collaborative business models for a future plastics circular economy system in the UK. Together with the stakeholders, we have co-designed the value-retention and data-as-a-service business models that could be enabled by digital technologies such as tags. We show that the main stakeholder tensions relate to digital technology investments, access to recyclate and data, and digital asset management. We argue that such tensions might be the key cause of delaying experimentation with circular business models and enacting collaborations at the systems level. We suggest that future research could draw on quantitative data, such as investment costs to test these circular business models, in order to inform the discourse on infrastructural investments for sustainability. • Digital technologies enable new collaborative business models for plastics. • Value retention and data-as-a-service models are co-designed with stakeholders. • Collaborative tensions can hinder circular business model experimentation. • Technology investments, asset management, and feedstock access are sources of tensions. • A self-sustaining or subsidised system might incentivise collaborative action. [ABSTRACT FROM AUTHOR]

Global businesses are transforming towards capturing more value from services, a business model transition called servitization. Digital servitization can help create and maintain a competitive advantage, as well as offering opportunities to tackle major challenges related to environmental pressures and rapidly changing market conditions. This study aims to bridge the gap between the theory of digital servitization and its implementation in the maritime shipping sector. This paper presents a multi-case study that explores the status, perceived challenges, and enablers for the adoption of digital servitization. Empirical data were collected from interviews with 13 companies and analyzed using the PESTEL and DPSIR frameworks. The results are presented across three categories based on the PESTEL framework: organizational context, global priorities, and sustainability. This study contributes to theory by providing empirical insights from the status of digital servitization in the maritime shipping industry. Also, it identifies challenges and needs that can support the transition towards digital servitization and the development of more sustainable solutions. Future research avenues are suggested to advance digital servitization in other industrial sectors. [ABSTRACT FROM AUTHOR]

In the last twenty years, organizations have been increasingly asked to contribute to global challenges. Some of the numerous requests are to combat climate change, the pollution decrease, and energy issues. In this field, the strategic challenge to be overcome is changing the business concept from a mere creator of economic value to a producer of shared value. In this sense, the context of Smart Mobility (SM). Through a case study with five purposive samples of Smart Mobility start-ups, an expert in strategic innovation, sustainability management, and business model innovation, and an innovative project evaluator, the research analyzes the values generated at an ecosystem level, with a reflection on Venice (Italy), the world capital of sustainability. Specifically, flexibility, efficiency, sustainability, safety, satisfaction, and image are explored in depth. Furthermore, the problems that operators and users have to face are discussed. The results of our study confirm what is present in the literature: SM increases mobility, offers flexibility, and guarantees greater capillarity and customization of the service, broadening the field of analysis and suggesting proactive actions. The article contributes to understanding how some obstacles/problems slow down the development of Smart Mobility and its widespread diffusion. Finally, the paper reflects on how Venice can be an example and cradle of innovative solutions, also in the SM field. [ABSTRACT FROM AUTHOR]