TY - JOUR
T1 - Circular disruption
T2 - Digitalisation as a driver of circular economy business models
AU - Neligan, Adriana
AU - Baumgartner, Rupert J.
AU - Geissdoerfer, Martin
AU - Schöggl, Josef-Peter
N1 - Funding Information:
This article has unique access to firm survey data which was specifically collected by the German Economic Institute (IW) for a report for the German Federal Ministry for Economic Affairs and Energy. None of the content of the report by Neligan et al. ( 2021 ) has been published in a peer‐reviewed publication yet, and the results can be regarded as new. In addition, this article includes further data work specific to this paper's research question that has not been presented anywhere else. The financial support to Rupert J. Baumgartner and Josef‐Peter Schöggl of the Austrian Federal Ministry for Digital and Economic Affairs; the National Foundation for Research, Technology and Development; and the Christian Doppler Research Association is gratefully acknowledged.
Funding Information:
This article has unique access to firm survey data which was specifically collected by the German Economic Institute (IW) for a report for the German Federal Ministry for Economic Affairs and Energy. None of the content of the report by Neligan et al. (2021) has been published in a peer-reviewed publication yet, and the results can be regarded as new. In addition, this article includes further data work specific to this paper's research question that has not been presented anywhere else. The financial support to Rupert J. Baumgartner and Josef-Peter Schöggl of the Austrian Federal Ministry for Digital and Economic Affairs; the National Foundation for Research, Technology and Development; and the Christian Doppler Research Association is gratefully acknowledged. The authors acknowledge the financial support by the University of Graz. Open access funding enabled and organized by Projekt DEAL.
Funding Information:
The authors acknowledge the financial support by the University of Graz. Open access funding enabled and organized by Projekt DEAL. 1
Publisher Copyright:
© 2022 The Authors. Business Strategy and The Environment published by ERP Environment and John Wiley & Sons Ltd.
PY - 2023/3
Y1 - 2023/3
N2 - New circular business models can evolve at all stages of the life cycle of a product. Digitalisation can drive disruptive innovations, new business models and novel ways of collaboration and thus can accelerate the economic transition to more resource-efficient and circular production systems. Yet, there is little empirical research on the enabling role of digitalisation for a circular economy. To address this gap, this paper investigates the role of digitalisation in facilitating circular business models, based on the empirical analysis of a data set of 599 German manufacturing firms and 296 industrial service providers. While relatively few German firms rely on new business models to foster their resource efficiency strategy, we find this share higher for companies with a strong digital focus in the manufacturing sector. This suggests that digitalisation can indeed be a driving force for the implementation of circular business models.
AB - New circular business models can evolve at all stages of the life cycle of a product. Digitalisation can drive disruptive innovations, new business models and novel ways of collaboration and thus can accelerate the economic transition to more resource-efficient and circular production systems. Yet, there is little empirical research on the enabling role of digitalisation for a circular economy. To address this gap, this paper investigates the role of digitalisation in facilitating circular business models, based on the empirical analysis of a data set of 599 German manufacturing firms and 296 industrial service providers. While relatively few German firms rely on new business models to foster their resource efficiency strategy, we find this share higher for companies with a strong digital focus in the manufacturing sector. This suggests that digitalisation can indeed be a driving force for the implementation of circular business models.
KW - business models
KW - circular economy
KW - digitalisation
KW - disruptive innovation
KW - product-service systems
KW - resource efficiency
UR - http://www.scopus.com/inward/record.url?scp=85128235906&partnerID=8YFLogxK
U2 - 10.1002/bse.3100
DO - 10.1002/bse.3100
M3 - Article
AN - SCOPUS:85128235906
SN - 0964-4733
VL - 32
SP - 1175
EP - 1188
JO - Business Strategy and the Environment
JF - Business Strategy and the Environment
IS - 3
ER -