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Experimentation capability for a circular economy: a practical guide
Abstract
Purpose: To meet their ambitious targets for a circular economy, multinationals need to speed up their innovation efforts. This requires experimentation capability. But it is not clear what this capability entails, and how companies can build it. The purpose of this paper is to give companies guidance on how they might develop experimentation capability for the circular economy. Design/methodology/approach: We conduct in-depth interviews with innovators in frontrunner multinationals, H&M, IKEA and Philips. We use the Gioia method to analyse our data. Findings: This article identifies novel institutional, strategic, and operational actions that build experimentation capability for a circular economy. Practical implications: The identified actions help innovation managers experiment and speed up their innovation efforts for a circular economy. Social implications: To reverse environmental degradation, multinationals need to transform their dominant linear take-make-waste business models. This research provides actions that help them organize this transformation. Originality/value: This article is based on extensive research with leading multinationals and reveals novel insights on how to innovate for a circular economy.
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“The development of a new CBM requires experimentation capabilities at the institutional, strategic, and operational levels (Bocken and Konietzko, 2023), and dynamic capabilities for CE implementation (Khan et al., 2020), the development of circular manufacturing supply chains (Chari et al., 2022), and cross-sectoral collaboration in networks (K ¨ ohler et al., 2022).”
From Effective stakeholder governance in circular economy: Insights from Italian companies (2024) · cites this paper as Bocken and Konietzko, 2023
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Research works printed but not linked: 10
- 2020, Addressing the design-implementation gap of sustainable business models by prototyping: a tool for planning and executing small-scale pilots, Journal of Cleaner Production, 255, 120295, 10.1016/j.jclepro.2020.120295 · DOI
- 2020, Barriers and drivers to sustainable business model innovation: organization design and dynamic capabilities, Long Range Planning, 53, 101950, 10.1016/j.lrp.2019.101950 · DOI
- 2022, How do companies measure and forecast environmental impacts when experimenting with circular business models?, Sustainable Production and Consumption, 29, 273, 10.1016/j.spc.2021.10.009 · DOI
- 2013, Seeking qualitative rigor in inductive research, notes on the gioia, methodology, Organizational Research Methods, 16, 15, 10.1177/1094428112452151 · DOI · Paper page
- 2019, A review and typology of circular economy business model patterns, Journal of Industrial Ecology, 23, 36, 10.1111/jiec.12763 · DOI · Paper page
- 2017, Beyond plastic waste, Science, 358, 6365, 10.1126/science.aao6749 · DOI
- 2020, Building a culture of experimentation, Harvard Business Review, 98, 40
- 2017, Developing sustainable business experimentation capability – a case study, Journal of Cleaner Production, 142, 2663, 10.1016/j.jclepro.2016.11.009 · DOI
- 2020, Implementing design thinking: understanding organizational conditions, California Management Review, 62, 125, 10.1177/0008125619897606 · DOI
- 2013, Beyond what and why: understanding organizational evolution towards sustainable enterprise models, Organization & Environment, 26, 241, 10.1177/1086026613496433 · DOI
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Effective stakeholder governance in circular economy: Insights from Italian companies
Minoja, M., & Romano, G. (2024) · Journal of Cleaner Production · doi:10.1016/j.jclepro.2024.143584 · Cited by 35
Metadata
- Authors
- Bocken, N., & Konietzko, J.
- Venue
- Journal of Business Strategy
- Publisher
- Emerald
- Published
- 2022-10-19
- Volume
- 44
- Issue
- 6
- Pages
- 406-414
- ISSN
- 0275-6668
- Cited by
- 25
- References
- 0
- Language
- en
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