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Circular business models in manufacturing, especially in the recycling industry, face many barriers that need to be managed and mitigated for successful business implementation. Therefore, this study aims to analyse the hierarchy of the main barriers to the implementation of circular business models in the recycling industry and evaluate strategies to overcome them. To achieve this goal, we first conducted a systematic literature review on barriers to implementing circular business models. Second, barriers were prioritized through a survey followed by an expert focus group. Building on these steps, we used interpretive structural modeling combined with a 'matrix of cross-impact multiplications applied to classification' to identify the hierarchy among barriers and describe their interdependencies. As key findings, 10 barriers were prioritized through a survey to identify the most important barriers for the recycling industry. The hierarchy of these barriers highlights regulation and government incentives as the most important, followed by those related to supply chain collaboration and lack of material flow indicators. Finally, internal barriers appear as high investments and associated risks. Finally, we suggest strategies to overcome these barriers based on their hierarchy. The implications of this study provide a proposal of strategies for implementing circular business models in the recycling industry, derived from the hierarchical correlation among the barriers, and can be applied in different regions through expert opinion assessment.

RESUMEN

Sustainability targets set by the United Nations, such as Zero Hunger by 2030, encourage the search for innovative solutions to enhance food production while preserving the environment. Alternative protein sources for feed, while conventional resources like soymeal and fishmeal become more expensive and scarcer, is one of the possibilities. Studies on substituting fishmeal with insect meal show promising results in terms of animal growth and feed efficiency. This paper aims to assess the socio-economic benefits and costs of insect meal substituting fishmeal in feed and to highlight the factors influencing performance most. The study evaluates the economic value of insect-based products, waste reduction, and reduced greenhouse gas emissions as socio-economic benefits. It combines empirical data derived from laboratory trials and two case studies covering black soldier fly (Hermetia illucens) and yellow mealworm (Tenebrio molitor). Current analyses reveal negative socio-economic balances, emphasizing that reduction of operating and investment costs through upscaling and technological advancements can give a positive move, as well as factors such as current market valuations for nutrients can change significantly. Thus, a negative balance at the moment does not mean that insect rearing, and larva processing are not desirable from a long-term socio-economic perspective.

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Companies design circular business models through experimentation. However, most companies do not consider the environmental impact of their new business model ideas during experimentation, an iterative phase of high uncertainty. Previous research shows that companies typically use 'rules of thumb' to estimate environmental impact in this stage due to limited time and reliable information to guide decision-making. This might prevent innovators from detecting unintended rebound effects that offset positive environmental gains of new business models. To mitigate this and let innovators think more profoundly about rebound effects during the circular business model experimentation phase, we propose an evidence-based business model ideation tool, the Circular Rebound Tool, designed around lifecycle thinking, the zero-waste hierarchy, and increased rebound effects awareness. The tool's development follows the design science research method, undergoing continuous improvement through 15 workshops. Our tool can help business innovators gain insights into the environmental impact of their early-stage business ideas.

RESUMEN

Over the last two decades, green and sustainable business models (GnSBMs) have become a prominent topic of discussion among scholars, practitioners and policymakers. Preponderance of research and an increasing global pressure to adopt GnSBMs necessitate a comprehensive understanding of the state of research on GnSBMs. Towards this end, we extracted 851 publications on GnSBMs from the Scopus database and employed a series of bibliometrical techniques to: (1) explore the historical roots and sleeping beauties, (2) assess the life cycle, (3) map the conceptual evolution and (4) propose a research agenda for this growing field. Our analysis revealed that research on GnSBMs is moving from a multidisciplinary to an interdisciplinary domain. Its historical roots can be traced to the pioneering works on business strategy in the 1950s, environmental science in the early 1960s and stakeholder theory in the 1980s. Life cycle analysis indicated that research on GnSBM went through an introductory stage from 2002 to 2013 and then began to rapidly grow in 2014, and this growth is forecast to continue until circa 2040. The conceptual structures from 2002 to 2013 and 2014 to 2020 were mapped and an agenda for future research was proposed. Supplementary Information: The online version contains supplementary material available at 10.1007/s11192-022-04577-2.

RESUMEN

Circular economy has become an important goal for companies to address climate change and pressing resource issues. Yet, the process of circular business experimentation is highly uncertain. While the lean startup has been applied to the circular experimentation process, the concept of effectuation has only been used to a limited extent, despite its potential. We investigate the following question: To what extent can lean startup and effectual thinking be combined to support the circular business model innovation process? We conducted 10 workshops where we combined these concepts with circular economy thinking. A novel process - the Circular Experimentation Workbench - was developed and evaluated to inspire participants to start experimenting with the circular economy. We found that lean startup and effectuation principles are highly complementary. Effectual questions can support the development of successful circular experiments. Our results were potentially limited by constraints related to the workshop format and action research method. Future research could build on the complementary perspectives of lean startup and effectuation to help accelerate the circular economy transition. Supplementary Information: The online version contains supplementary material available at 10.1007/s43615-022-00239-w.

RESUMEN

The avalanche of environmental challenges, from local to global and back, has prompted responses at all levels from personal to inter-governmental. The results of these responses have fallen in the range between useful and counterproductive, with many examples on each side, but the scale of the overall challenge continues to escalate. Moving towards a zero-carbon global economy through absolute reductions in fossil fuel usage is a sure way of mitigating climate change, and a range of environmental, social and economic benefits would follow. The case for a Circular Economy (CE), however, is less clear. Whilst some CE initiatives may lead to the decoupling of economic growth from resource extraction, this does not necessarily equate to reducing the rate of extraction. Thus, the contribution of CE to the achievement of environmental objectives globally cannot be taken for granted. In terms of social impact, the best that can be said is that CE might be neutral. Technologies that promote the 'sharing economy' for instance, often suggested as a crucial CE strategy, create opportunities for individual wealth accumulation, but are also a route to the gig economy and the casualisation of labour. CE is arguably a business imperative, but definitive evidence to support the idea of a circular economy that meets social and environmental goals needs development.

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The bioeconomy is a new paradigm for the sustainable development of society. Novel uses of blue bioresources and biotechnology solutions, co-created with value chain stakeholders, accelerate the bioeconomy, foster innovation, and promote novel circular business models. Bottom-up approaches sharing visions, needs, and expertise are key to the successful implementation of bioeconomy initiatives.

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RESUMEN

A circular economy offers solutions for global sustainability challenges through the transition from the linear take-make-use-dispose economy to a better organisation of resources. However, realising a circular economy has ran into various biophysical constraints. Circular economy implementation is shaped by the Ellen MacArthur Foundation's butterfly diagram that depicts 'biological' and 'technical' flows as separate cycles, subsequently interpreted as organic materials circulating in open loop systems via the environment and inorganic materials circulating in closed loop systems within society. Conversely, in our view, resource flows often contain tightly bound combinations of organic and inorganic materials either due to their natural composition or due to their technical design. Building on this observation, a new diagram is proposed that broadens the scope of the circular economy to cover extractive sectors and the return of materials from anthropogenic use to natural reserves, thereby reshaping the conceptual space within which solutions such as effective zero-waste-residue technologies, business models, and policies can be developed for the optimal management of integrated resources from a whole-system perspective. The diagram offers a realistic outlook on the biophysical limitations of circularity and endeavours to inspire discussion that supports the transition towards a sustainable circular economy.