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Business models and closed‐loop supply chains: a typology

Business models and closed‐loop supply chains: a typology Purpose – To delineate typologies that capture the relationship between closed‐loop supply chains and value‐added business models, and thereby to suggest a research agenda for the transition to sustainable business.Design/methodology/approach – Develops four new theoretical categories or typologies of closed‐loop systems and applies them to the context of the automotive industry. Conceptual, rather than empirical.Findings – That hybrid closed‐loop systems can be combined with innovative non‐linear value configurations to enable the transition to more sustainable production and consumption.Research limitations/implications – Identifies research agenda to explore how novel business models can integrate with various closed‐loop systems. Theoretical, but grounded in research into the automotive industry.Practical implications – That closed‐loop systems are best implemented outside traditional linear value added structures.Originality/value – Places closed‐loop systems at the heart of the (redesigned) business model rather than as an accessory that must be adapted to the demands of existing approaches. Suggests scholars should be part of this innovative process, not merely observers. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Supply Chain Management: An International Journal Emerald Publishing

Business models and closed‐loop supply chains: a typology

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Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
1359-8546
DOI
10.1108/13598540510612712
Publisher site
See Article on Publisher Site

Abstract

Purpose – To delineate typologies that capture the relationship between closed‐loop supply chains and value‐added business models, and thereby to suggest a research agenda for the transition to sustainable business.Design/methodology/approach – Develops four new theoretical categories or typologies of closed‐loop systems and applies them to the context of the automotive industry. Conceptual, rather than empirical.Findings – That hybrid closed‐loop systems can be combined with innovative non‐linear value configurations to enable the transition to more sustainable production and consumption.Research limitations/implications – Identifies research agenda to explore how novel business models can integrate with various closed‐loop systems. Theoretical, but grounded in research into the automotive industry.Practical implications – That closed‐loop systems are best implemented outside traditional linear value added structures.Originality/value – Places closed‐loop systems at the heart of the (redesigned) business model rather than as an accessory that must be adapted to the demands of existing approaches. Suggests scholars should be part of this innovative process, not merely observers.

Journal

Supply Chain Management: An International JournalEmerald Publishing

Published: Sep 1, 2005

Keywords: Supply chain management; Manufacturing systems; Management strategy

References