Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.
Rumy Narayan
Department of Management
03.10.2017
Building a theoretical foundation for
operationalizing circular economy t...
203.10.2017
University of Vaasa | Department of Management |
ERSCP 2017
Contents
• Introduction
• Circular Economy & IS
• ...
Introduction
• Unsustainable consumption and production systems (Dobbs et al.
2011; Mudgal et al. 2012)
• Need for change ...
Circular Economy & IS
• Objective of CE is to re-design the linear economic models
to a circular one where wastes become r...
Problem
• Firms put competiveness at the
heart of what they do
• Product centricity
• Making sense of data
The manner in w...
Coopetition as a Strategy
• In management literature, coopetition (simultaneous
cooperation and competition) reflects the ...
Research Questions
• Is coopetition is a relevant strategy for making a
transition to CE models?
• How will such a strateg...
Conceptualizing Energy
• CE models imply adoption of cleaner production, increase in
producer and consumer responsibility ...
Conceptualizing Energy (cont)
For instance:
• Evidence linking international trade to biodiversity threats
in developing c...
Relevance of Coopetition
Coopetition in Business
Networks
• Coopetition provides insights into
engagements at individual a...
Research Process
Methods
• Data collection consisting of unstructured interviews,
research notes, YouTube videos, podcasts...
Discussion and Further Research
Offers a two-pronged approach towards change:
- Building a new imaginary using the idea of...
THANK YOU!
Contact: rumy.narayan@uva.fi
03/10/2017
University of Vaasa| Department of Management |
ERSCP 2017 13
Upcoming SlideShare
Loading in …5
×

Building a theoretical foundation for operationalizing circular economy through coopetition

308 views

Published on

Unsustainable consumption and production systems (Dobbs et al. 2011; Mudgal et al. 2012)
Need for change recognised (Murray, Skene, and Haynes 2017; European Commission 2011)
Businesses are under pressure (Scott 2013; Bonviu 2014; Gregson et al. 2015; Bocken et al. 2016; Schulte 2013; Rifkin 2009)
Circular Economy models gaining traction (Bocken et al. 2017; Gregson et al. 2015; Haas et al., 2015; Ghisellini et al. 2016)
Emerging area of research and its perspectives are quite appealing, however, at the micro level, only a few studies deal with diffusion, adoption and effects of this production and consumption model (Ghisellini et al. 2016)
In this, it has remained outside the purview of business strategy research

Published in: Business
  • Be the first to comment

  • Be the first to like this

Building a theoretical foundation for operationalizing circular economy through coopetition

  1. 1. Rumy Narayan Department of Management 03.10.2017 Building a theoretical foundation for operationalizing circular economy through coopetition (ERSCP, 2017)
  2. 2. 203.10.2017 University of Vaasa | Department of Management | ERSCP 2017 Contents • Introduction • Circular Economy & IS • Problem • Coopetition as a Strategy • Research Questions • Conceptualizing Energy • Relevance of Coopetition • Research Process • Discussions & Further Research
  3. 3. Introduction • Unsustainable consumption and production systems (Dobbs et al. 2011; Mudgal et al. 2012) • Need for change recognised (Murray, Skene, and Haynes 2017; European Commission 2011) • Businesses are under pressure (Scott 2013; Bonviu 2014; Gregson et al. 2015; Bocken et al. 2016; Schulte 2013; Rifkin 2009) • Circular Economy models gaining traction (Bocken et al. 2017; Gregson et al. 2015; Haas et al., 2015; Ghisellini et al. 2016) • Emerging area of research and its perspectives are quite appealing, however, at the micro level, only a few studies deal with diffusion, adoption and effects of this production and consumption model (Ghisellini et al. 2016) • In this, it has remained outside the purview of business strategy research 03.10.2017 University of Vaasa | Department of Management | ERSCP 2017 3
  4. 4. Circular Economy & IS • Objective of CE is to re-design the linear economic models to a circular one where wastes become resources thus enabling a more equitable solution by prioritizing a balance between economic, environmental and social aspects (Gregson et al. 2015; Haas et al., 2015; Ghisellini et al. 2016) • Digital technologies have always acted as important tools for businesses looking for increasing efficiencies and technologies like the Internet of Things (IoT) are becoming important in the implementation of CE models (Spring and Araujo 2017; Stahel 2016) 03/10/2017 University of Vaasa| Department of Management | ERSCP 2017 4
  5. 5. Problem • Firms put competiveness at the heart of what they do • Product centricity • Making sense of data The manner in which businesses think and act has to change significantly in order to address such systemic issues and challenges and collaboration across diverse groups of stakeholders is crucial for sustainability to be effective (Bocken, Rana, and Short 2015) “The difficulty lies, not in the new ideas, but in escaping from the old ones, which ramify, for those brought up as most of us have been, into every corner of our minds.” -John Maynard Keynes, The General Theory of Employment, Interest and Money (13 December 1935) 10.11.2017 University of Vaasa | Department of Management | ERSCP 2017 5
  6. 6. Coopetition as a Strategy • In management literature, coopetition (simultaneous cooperation and competition) reflects the need for managing the growing complexity of business relations • Within strategic management, coopetition, described as collaboration among competing firms, has been championed for its perspective that allows managers to overcome the traditional competitive thinking by collaborating with competitors in order to create as well as appropriate value (Tidström and Rajala 2016; Bengtsson and Kock 2014; Ritala and Tidstörm 2014; Bengtsson et al. 2010; Brandenburger and Nalebuff 1995, 2011) 03/10/2017 University of Vaasa| Department of Management | ERSCP 2017 6
  7. 7. Research Questions • Is coopetition is a relevant strategy for making a transition to CE models? • How will such a strategy enable competing firms to collaborate for the transition process? Objective: To broadly conceptualize how coopetition could be a relevant transition strategy for firms adapting to CE models. 03/10/2017 University of Vaasa| Department of Management | ERSCP 2017 7
  8. 8. Conceptualizing Energy • CE models imply adoption of cleaner production, increase in producer and consumer responsibility and awareness, use of renewable materials and technologies while simultaneously adopting tools and policies that enable this (Ghisellini et al. 2016) • The CE perspective can be used to visualize products within a distributive network instead of being defined by the final producer, thus presenting entrepreneurial opportunities at various stages of transition from singular materials and components into objects and vice versa (Spring and Arajuo 2017) • This distributes the responsibility of the final product through the entire value circle making each entity a stakeholder in the process. 03/10/2017 University of Vaasa| Department of Management | ERSCP 2017 8
  9. 9. Conceptualizing Energy (cont) For instance: • Evidence linking international trade to biodiversity threats in developing countries (Lenzen et al. 2012) • Species threats from global supply chains (Moran and Kanemoto 2017) • Undermining national emission targets (Kanemoto et al. 2014) Therefore, in order to address these challenges, there is a need to understand their systemic nature and one way to conceptualize this is through the energy system. 03/10/2017 University of Vaasa| Department of Management | ERSCP 2017 9
  10. 10. Relevance of Coopetition Coopetition in Business Networks • Coopetition provides insights into engagements at individual and network levels • The types of tensions that arise out of coopetition • As a result of coopetition • Prior studies on types of tensions in coopetitive business relationships have been related to roles, knowledge (as a competitive advantage), power and dependence and opportunism • Different kinds of tensions can be managed by applying different styles of management • Such interactions have been studied within the context of business networks but could offer useful guidelines for activating, managing and maintaining interactions across diverse networks as firms embark on the transition process Activating Coopetitive Strategies • Organisations could replace the market with organisational fields (DiMaggio and Powell 1983; Bourdieu 1992) • This would endow each actor with distinctive capabilities and unique constraints • Appropriate in this context as it redirects attention away from the market towards the actors who shape the organization’s behaviour (Uzzi 1996) • For firms transitioning to CE models- market based competition could open up new business opportunities, but realising the goal of circularity depends on a network of actors • A model where firms are embedded within a wide network of ties spanning social, environmental and economic spheres • The ability to trace how resources operate across these networks • Also allow actors to identify and locate the pre- existing elements that characterize the network in order to help understand why those elements exist within the network, thus creating the space for balancing value creation with value appropriation 03/10/2017 University of Vaasa | Department of Management | ERSCP 2017 10
  11. 11. Research Process Methods • Data collection consisting of unstructured interviews, research notes, YouTube videos, podcasts, news reports and reports • An inductive approach using grounded theory (Glaser and Strauss 1967; Lincoln and Guba 1985; Strauss and Corbin 1998) as it provides a certain depth and richness to the theoretical descriptions of the contexts within which organisational phenomena unfold (Gioia, Corley, and Hamilton 2013) • Following Gioia et al.’s (2013) approach, in addition to the assumption that the organizational world is socially constructed, it was also assumed that people doing so were experts or ‘knowledgeable agents’ who were well aware of their thoughts, intentions and actions • Research process was informed also by engagement with managers who are trying to make sense of CE within the context of their own businesses, trying to find bridging strategies that will not disrupt the current position of business significantly yet provide opportunity to drive the change necessary Objective • To get a sense of the state of CE globally and also lend an added perspective to the way managers view and talk about CE to gain a deeper knowledge of the dynamics of how CE is conceptualized by organizations • Enabled studying the means by which actors were constructing and understanding their experiences of CE and the role of IS within CE • Choose arenas where experts get together and discuss their experiences • Exploring not just a bridging strategy but also present a way of thinking that would help operationalize such a strategy to its optimum ability 03/10/2017 University of Vaasa | Department of Management | ERSCP 2017 11
  12. 12. Discussion and Further Research Offers a two-pronged approach towards change: - Building a new imaginary using the idea of ‘energy systems’ - Create bridges with some of the boundary spanning ideas that have successfully challenged the status quo within their own domains Important to remember: - The problems that we are encountering are inherent in the way we have conceptualized and designed our systems - We build and shape concepts through our narratives and actions within specific frames and ideas and the manner in which we interact also shapes our worldview and us - A significant number of discussions about CE revolve around how such models will make continuous economic growth and profitability possible while addressing social and environmental challenges - While this is indeed possible, the underlying concepts and practices prevalent within our present system make this possibility somewhat difficult - Look for ideas that have enabled new ways of thinking and creating opportunities for change In the future: -- Research could look at coopetitive strategies for specific business models, for instance, the optimum levels of competition and collaboration -- Maturing models will offer better opportunities for analysis 03/10/2017 University of Vaasa| Department of Management | ERSCP 2017 12
  13. 13. THANK YOU! Contact: rumy.narayan@uva.fi 03/10/2017 University of Vaasa| Department of Management | ERSCP 2017 13

×