Hostname: page-component-6bf8c574d5-r8w4l Total loading time: 0 Render date: 2025-03-07T03:04:59.578Z Has data issue: false hasContentIssue false
  • English
  • Français

A Theoretical Foundation for Developing a Prescriptive Method for the Co-Design of Circular Economy Value Chains

Part of: Responsible Design

Published online by Cambridge University Press:  26 July 2019

Fenna Blomsma ,
Daniela C. Pigosso  and
Tim C. McAloone

Abstract

Core share and HTML view are not available for this content. However, as you have access to this content, a full PDF is available via the ‘Save PDF’ action button.

In order to operate in line with the circular economy (CE) concept, companies and other stakeholders need to work together to enable the circulation and cascading of resources. Although the need for proactive stakeholder management is a common theme in recent work on CE, little work has been dedicated to creating prescriptive methods for the co-design of CE value chains (CEVCs) focusing on selecting strategic partners, when to engage them and in what capacity. Following calls to connect the emerging CE literature with literature from existing bodies of knowledge, this paper explores the theoretical foundations of a CEVCs co-design method. Specifically, this paper explores resource-base view (RBV); resource dependency theory (RDT); and actor-network theory (ANT), and synthesises an outline for the co-design process of CEVCs. Reflections on the process link it to the extant co-design literature and explain how the process can be used for method and tool development.

Keywords

Collaborative designCollaborationCircular economyOrganizational processes
Type
Article
Information
Proceedings of the Design Society: International Conference on Engineering Design , Volume 1 , Issue 1 , July 2019 , pp. 3141 - 3150
Creative Commons
Creative Common License - CCCreative Common License - BYCreative Common License - NCCreative Common License - ND
This is an Open Access article, distributed under the terms of the Creative Commons Attribution-NonCommercial-NoDerivatives licence (http://creativecommons.org/licenses/by-nc-nd/4.0/), which permits non-commercial re-use, distribution, and reproduction in any medium, provided the original work is unaltered and is properly cited. The written permission of Cambridge University Press must be obtained for commercial re-use or in order to create a derivative work.
Copyright
© The Author(s) 2019

References

Allee, V. (2000), “Reconfiguring the value network”, Journal of Business Strategy, Vol. 21 No. 4, pp. 36–39.Google Scholar
Barney, J.B. (2002), Gaining and Sustaining Competitive Advantage, Prentice Hall, Upper Saddle River, NJ.Google Scholar
Baumann, H. (2012), “Using the life cycle approach for structuring organizational studies of product chains”, In: 18th Greening of Industry Network Conference. Linköping.Google Scholar
Blomsma, F. and Brennan, G. (2017), “The emergence of circular economy: A new framing around prolonging resource productivity”, Journal of Industrial Ecology, Vol. 21 No. 3, pp. 603–614.Google Scholar
Blomsma, F., et al. “Developing a circular strategies framework for manufacturing companies to support circular economy oriented innovation”, in review.Google Scholar
Blomsma, F. and Tennant, M. “Circular economy: preserving particles or products?”, Introducing the Resource States Framework. in review.Google Scholar
Boons, F. and Howard-Grenville, J. (2009), The Social Embeddedness of Industrial Ecology, Edward Elgar Publishing Ltd, Cheltenham, UK.Google Scholar
Boons, F. and Bocken, N. (2018), “Towards a sharing economy – Innovating ecologies of business models”, Technological Forecasting and Social Change, Vol. 137, pp. 40–52.Google Scholar
Brennan, G. and Tennant, M. (2018), “Sustainable value and trade-offs: Exploring situational logics and power relations in a UK brewery's malt supply network business model”, Business Strategy and the Environment, Vol. 27 No. 5, pp. 621–630.Google Scholar
Cai, S. and Yang, Z. (2008), “Development of cooperative norms in the buyer-supplier relationship: the Chinese experience”, The Journal of Supply Chain Management, Vol. 44 No. 1, pp. 55–70.Google Scholar
Emerson, R.M. (1962), “Power-dependence relations”, American Sociological Review, Vol. 27 No. 1, p. 31–41.Google Scholar
EMF (Ellen MacArthur Foundation) (2013), Towards the Circular Economy: Economic and Business Rationale for an Accelerated Transition, Ellen MacArthur Foundation publications, Isle of Wight.Google Scholar
Frączkiewicz-Wronka, A. and Szymaniec, K. (2012), “Resource based view and resource dependence theory in decision making process of public organisation - research findings”, Management, Vol. 16 No. 2, pp. 16–29.Google Scholar
Franco, M.A. (2017), “Circular economy at the micro level: A dynamic view of incumbents’ struggles and challenges in the textile industry”, Journal of Cleaner Production, Vol. 168, pp. 833–845.Google Scholar
Galbraith, J.R. (1977), Organization Design, Addison-Wesley Pub. Co., Reading, MA.Google Scholar
Geissdoerfer, M., et al. (2018), “Business models and supply chains for the circular economy”, Journal of Cleaner Production, Vol. 190, pp. 712–721.Google Scholar
Glavas, A. and Mish, J. (2015), “Resources and capabilities of triple bottom line firms: Going over old or breaking new ground?”, Journal of Business Ethics, Vol. 127 No. 3, pp. 623–642.Google Scholar
Guertler, M.R., Becerril, L. and Lindemann, U. (2016), “How to identify suitable collaboration strategies for open innovation?”, In: Proceedings of International Design Conference, DESIGN.Google Scholar
Hagelüken, C. and Meskers, C.E.M. “Complex Life Cycles of Precious and Special Metals”, Strüngmann Forum Report. E.d. Graedel, T.E. and van der Voet, E. MIT Press., pp. 163–197.Google Scholar
Hillman, A.J., Withers, M.C. and Collins, B.J. (2009), “Resource dependence theory: A review”, Journal of Management, Vol. 35 No. 6, pp. 1404–1427.Google Scholar
Hopkinson, P., et al. (2018), “Managing a complex global circular economy business model: Opportunities and challenges”, California Management Review, Vol. 60 No. 3, pp. 71–94.Google Scholar
Korhonen, J., et al. (2018), “Circular economy as an essentially contested concept”, Journal of Cleaner Production, Vol. 175, pp. 544–552.Google Scholar
Kraaijenbrink, J., Spender, J.-C. and Groen, A.J. (2010), “The Resource-Based View: A Review and Assessment of Its Critiques”, Journal of Management, Vol. 36 No. 1, pp. 349–372.Google Scholar
Kraaijenhagen, C., van Oppen, C. and Bocken, N. (2016), Circular Business - Collaborate and Circulate, Bernasco, C. and Goodchild-van Hilten, L. eds., Circular Collaboration.Google Scholar
Lahti, T., Wincent, J. and Parida, V. (2018), “A definition and theoretical review of the circular economy, value creation, and sustainable business models: where are we now and where should research move in the future?”, Sustainability, Vol. 10 No. 8, p. 2799.Google Scholar
Lapko, Y., et al. (2018), “In pursuit of closed-loop supply chains for critical materials: An exploratory study in the green energy sector”, Journal of Industrial Ecology.Google Scholar
Latour, B. (2005), Reassembling the Social: An Introduction to Actor-Network-Theory Author(s), Oxford University Press, Oxford, UK.Google Scholar
Mcaloone, T.C., et al. (2010), “Eco-Innovation in the Value Chain”, In: International Design Conference - Design 2010 Dubrovnik - Croatia, May 17 - 20, 2010. eco-innovation.Google Scholar
Miles, R. and Snow, C. (1978), Organizational Strategy, Structure, and Process, McGraw-Hill, New York.Google Scholar
Miles, R. and Snow, C. (1994), Fit, Failure, and the Hall of Fame, Free Press, New York.Google Scholar
Miller, D. and Mintzberg, H. (1983), “The Case for Configuration”, In: Morgan, G., ed. Beyond Method: Strategies for Social Research. Sage, Newbury Park, CA, pp. 51–73.Google Scholar
Nilsson-Lindén, H., et al. (2018), “Organizing life cycle management in practice: challenges of a multinational manufacturing corporation”, The International Journal of Life Cycle Assessment, Vol. 23 No. 7, pp. 1368–1382.Google Scholar
Park, J.-E., Choi, Y. and Holt, C. (2016), “Collaborative Design Management”, In: International Design Conference - Design 2016. Dubrovnik - Croatia. May 16-19.Google Scholar
Peters, T.J. and Waterman, R.H. (1982), In Search of Excellence: Lessons from America's Best-Run Companies, Harper & Row, New York.Google Scholar
Pfeffer, J. and Salancik, G. The External Control of Organizations: a Resource Dependence Perspective, Stanford University Press, Stanford, CA.Google Scholar
Porter, M. and Kramer, M. (2011), “Creating shared value”, Harvard Business Review, No. Jan-Feb, pp. 62–77.Google Scholar
Priem, R.L. and Butler, J.E. (2001), “Tautology in the resource-based view and the implications of externally determined resource value: Further comments”, Academy of Management Review.Google Scholar
Schmid, D. and Ritzrau, W. (2018), “Why the circular economy must link up the whole supply chain”, Article is Part of the Sustainable Development Impact Summit.Google Scholar
Schnittfeld, N.L. and Busch, T. (2016), “Sustainability management within supply chains - A resource dependence view”, Business Strategy and the Environment, Vol. 25 No. 5, pp. 337–354.Google Scholar
Snowden, D.J. and Boone, M.E. (2007), “A leader’ s framework for decision making”, Harvard Business Review.Google Scholar
Weick, K.E. (1995), Sensemaking in Organizations (Foundations for Organizational Science), Sage Publications, London.Google Scholar