Business models for the circular economy: Opportunities and challenges (Call for Papers)
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The circular economy is receiving increasing attention as a way to overcome the linear economic model, which is characterized by a ?take-make-dispose? pattern. The circular economy aims at slowing (i.e., maintenance, repair, remanufacturing) and closing (i.e., recycling) resource cycles (Bocken et al., 2017; Stahel and Reday-Mulvey, 1981) in order to obtain sustainable development leading to reduced amounts of natural resources used, wastes disposed of in landfills, and greenhouse gas emitted to the atmosphere (e.g., Ghisellini et al., 2016; Kirchherr et al., 2017; Korhonen et al., 2018). In this scenario, companies and policymakers are called to design and implement circular economy strategies.
A recent business concept developed in the literature to advance circular strategies is the business model (Bocken et al., 2016). The business model concept first advanced in the strategic and innovation management literature and refers to the conceptual logic of how firms create and appropriate economic value (Richardson, 2008). Linked to sustainability (e.g., Stubbs and Cocklin, 2008) and advanced towards ?business models for sustainability? (Boons and Lüdeke-Freund, 2013; Schaltegger et al., 2016a) they are understood to ?create competitive advantage through superior customer value and contribute to a sustainable development of the company and society? (Lüdeke-Freund, 2010, p. 23) (see also Bocken et al., 2014; Boons and Lüdeke-Freund, 2013; Lüdeke-Freund et al., 2018a; Schaltegger et al., 2016b, 2016a, 2012). Business models for circularity (BMCs) can be considered a subset of this broader category. They explicitly link the business model to the product life-cycle (Hansen et al., 2009) and are a vehicle to slow and/or close (additionally also narrowing) resource cycles (Bocken et al., 2017, 2016).