A dynamic capabilities perspective on implementing the Circular Transition Indicators : a case study of a multi-national packaging company
Gespeichert in:
| Autor*in: |
Walker, Anna M. [verfasserIn] Simboli, Alberto [verfasserIn] Vermeulen, Walter - 1958- [verfasserIn] Raggi, Andrea [verfasserIn] |
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| Format: |
E-Artikel |
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| Sprache: |
Englisch |
| Erschienen: |
2023 |
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| Schlagwörter: |
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| Übergeordnetes Werk: |
Enthalten in: Corporate social responsibility and environmental management - Chichester : Wiley, 2002, 30(2023), 5 vom: Sept., Seite 2679-2692 |
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| Übergeordnetes Werk: |
volume:30 ; year:2023 ; number:5 ; month:09 ; pages:2679-2692 |
| Links: |
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| DOI / URN: |
10.1002/csr.2487 |
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| Katalog-ID: |
1860625614 |
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| 982 | |2 26 |1 00 |x DE-206 |b The use of life cycle-based assessment has been defined a crucial microfoundation to implement circular business models from a dynamic capabilities perspective. Through a case study of a multi-national packaging corporation in the plastics sector, the application of an industry-developed circularity assessment, the Circular Transition Indicators (CTI), is analysed in two manufacturing locations (Italy and China). The aim is to identify how this life cycle-based assessment can amplify the company's capability to sense, seize and reconfigure its resources. Data were collected from a company placement, interviews, and sustainability reports. The CTI mainly contributed to the sensing microfoundations concerning the company's life cycle-based perspective and the use of environmental management tools. It also proved to complement existing life cycle-based approaches because it does not identify sustainability impacts, but only captures material flows. Furthermore, the results showed how the CTI implementation benefitted from existing microfoundations, such as the strategic collaboration with knowledge partners and previously collected sustainability and process efficiency data. Finally, it was also discussed for which microfoundations the CTI results could be most useful: to improve internal resource management processes and to support external circularity pledges. This paper contributes an empirical example to connect dynamic capabilities with life cycle management literature in a circular economy context. | ||
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10.1002/csr.2487 doi (DE-627)1860625614 (DE-599)KXP1860625614 DE-627 ger DE-627 rda eng Walker, Anna M. verfasserin aut A dynamic capabilities perspective on implementing the Circular Transition Indicators a case study of a multi-national packaging company Anna M. Walker, Alberto Simboli, Walter J. V. Vermeulen, Andrea Raggi 2023 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier circular economy (dpeaa)DE-206 circularity metrics (dpeaa)DE-206 dynamic capability (dpeaa)DE-206 life cycle assessment (dpeaa)DE-206 life cycle management (dpeaa)DE-206 sustainability assessment (dpeaa)DE-206 Simboli, Alberto verfasserin aut Vermeulen, Walter 1958- verfasserin (DE-588)171182324 (DE-627)061357200 (DE-576)131996681 aut Raggi, Andrea verfasserin (DE-588)171171012 (DE-627)061344400 (DE-576)131986279 aut Enthalten in Corporate social responsibility and environmental management Chichester : Wiley, 2002 30(2023), 5 vom: Sept., Seite 2679-2692 Online-Ressource (DE-627)350784531 (DE-600)2083715-X (DE-576)276557433 1535-3966 nnns volume:30 year:2023 number:5 month:09 pages:2679-2692 https://onlinelibrary.wiley.com/doi/pdfdirect/10.1002/csr.2487 Verlag kostenfrei https://doi.org/10.1002/csr.2487 Resolving-System kostenfrei GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_32 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_105 GBV_ILN_110 GBV_ILN_120 GBV_ILN_138 GBV_ILN_150 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_170 GBV_ILN_171 GBV_ILN_184 GBV_ILN_187 GBV_ILN_213 GBV_ILN_224 GBV_ILN_230 GBV_ILN_266 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_636 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2004 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2031 GBV_ILN_2034 GBV_ILN_2037 GBV_ILN_2038 GBV_ILN_2039 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2068 GBV_ILN_2088 GBV_ILN_2093 GBV_ILN_2106 GBV_ILN_2108 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2118 GBV_ILN_2119 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2144 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2470 GBV_ILN_2507 GBV_ILN_2522 GBV_ILN_2548 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4335 GBV_ILN_4336 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 GBV_ILN_2403 GBV_ILN_2403 ISIL_DE-LFER AR 30 2023 5 9 2679-2692 26 01 0206 4380587886 x1z 02-10-23 2403 01 DE-LFER 4383371485 00 --%%-- --%%-- n --%%-- l01 10-10-23 2403 01 DE-LFER https://doi.org/10.1002/csr.2487 26 00 DE-206 The use of life cycle-based assessment has been defined a crucial microfoundation to implement circular business models from a dynamic capabilities perspective. Through a case study of a multi-national packaging corporation in the plastics sector, the application of an industry-developed circularity assessment, the Circular Transition Indicators (CTI), is analysed in two manufacturing locations (Italy and China). The aim is to identify how this life cycle-based assessment can amplify the company's capability to sense, seize and reconfigure its resources. Data were collected from a company placement, interviews, and sustainability reports. The CTI mainly contributed to the sensing microfoundations concerning the company's life cycle-based perspective and the use of environmental management tools. It also proved to complement existing life cycle-based approaches because it does not identify sustainability impacts, but only captures material flows. Furthermore, the results showed how the CTI implementation benefitted from existing microfoundations, such as the strategic collaboration with knowledge partners and previously collected sustainability and process efficiency data. Finally, it was also discussed for which microfoundations the CTI results could be most useful: to improve internal resource management processes and to support external circularity pledges. This paper contributes an empirical example to connect dynamic capabilities with life cycle management literature in a circular economy context. |
| spelling |
10.1002/csr.2487 doi (DE-627)1860625614 (DE-599)KXP1860625614 DE-627 ger DE-627 rda eng Walker, Anna M. verfasserin aut A dynamic capabilities perspective on implementing the Circular Transition Indicators a case study of a multi-national packaging company Anna M. Walker, Alberto Simboli, Walter J. V. Vermeulen, Andrea Raggi 2023 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier circular economy (dpeaa)DE-206 circularity metrics (dpeaa)DE-206 dynamic capability (dpeaa)DE-206 life cycle assessment (dpeaa)DE-206 life cycle management (dpeaa)DE-206 sustainability assessment (dpeaa)DE-206 Simboli, Alberto verfasserin aut Vermeulen, Walter 1958- verfasserin (DE-588)171182324 (DE-627)061357200 (DE-576)131996681 aut Raggi, Andrea verfasserin (DE-588)171171012 (DE-627)061344400 (DE-576)131986279 aut Enthalten in Corporate social responsibility and environmental management Chichester : Wiley, 2002 30(2023), 5 vom: Sept., Seite 2679-2692 Online-Ressource (DE-627)350784531 (DE-600)2083715-X (DE-576)276557433 1535-3966 nnns volume:30 year:2023 number:5 month:09 pages:2679-2692 https://onlinelibrary.wiley.com/doi/pdfdirect/10.1002/csr.2487 Verlag kostenfrei https://doi.org/10.1002/csr.2487 Resolving-System kostenfrei GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_32 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_105 GBV_ILN_110 GBV_ILN_120 GBV_ILN_138 GBV_ILN_150 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_170 GBV_ILN_171 GBV_ILN_184 GBV_ILN_187 GBV_ILN_213 GBV_ILN_224 GBV_ILN_230 GBV_ILN_266 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_636 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2004 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2031 GBV_ILN_2034 GBV_ILN_2037 GBV_ILN_2038 GBV_ILN_2039 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2068 GBV_ILN_2088 GBV_ILN_2093 GBV_ILN_2106 GBV_ILN_2108 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2118 GBV_ILN_2119 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2144 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2470 GBV_ILN_2507 GBV_ILN_2522 GBV_ILN_2548 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4335 GBV_ILN_4336 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 GBV_ILN_2403 GBV_ILN_2403 ISIL_DE-LFER AR 30 2023 5 9 2679-2692 26 01 0206 4380587886 x1z 02-10-23 2403 01 DE-LFER 4383371485 00 --%%-- --%%-- n --%%-- l01 10-10-23 2403 01 DE-LFER https://doi.org/10.1002/csr.2487 26 00 DE-206 The use of life cycle-based assessment has been defined a crucial microfoundation to implement circular business models from a dynamic capabilities perspective. Through a case study of a multi-national packaging corporation in the plastics sector, the application of an industry-developed circularity assessment, the Circular Transition Indicators (CTI), is analysed in two manufacturing locations (Italy and China). The aim is to identify how this life cycle-based assessment can amplify the company's capability to sense, seize and reconfigure its resources. Data were collected from a company placement, interviews, and sustainability reports. The CTI mainly contributed to the sensing microfoundations concerning the company's life cycle-based perspective and the use of environmental management tools. It also proved to complement existing life cycle-based approaches because it does not identify sustainability impacts, but only captures material flows. Furthermore, the results showed how the CTI implementation benefitted from existing microfoundations, such as the strategic collaboration with knowledge partners and previously collected sustainability and process efficiency data. Finally, it was also discussed for which microfoundations the CTI results could be most useful: to improve internal resource management processes and to support external circularity pledges. This paper contributes an empirical example to connect dynamic capabilities with life cycle management literature in a circular economy context. |
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10.1002/csr.2487 doi (DE-627)1860625614 (DE-599)KXP1860625614 DE-627 ger DE-627 rda eng Walker, Anna M. verfasserin aut A dynamic capabilities perspective on implementing the Circular Transition Indicators a case study of a multi-national packaging company Anna M. Walker, Alberto Simboli, Walter J. V. Vermeulen, Andrea Raggi 2023 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier circular economy (dpeaa)DE-206 circularity metrics (dpeaa)DE-206 dynamic capability (dpeaa)DE-206 life cycle assessment (dpeaa)DE-206 life cycle management (dpeaa)DE-206 sustainability assessment (dpeaa)DE-206 Simboli, Alberto verfasserin aut Vermeulen, Walter 1958- verfasserin (DE-588)171182324 (DE-627)061357200 (DE-576)131996681 aut Raggi, Andrea verfasserin (DE-588)171171012 (DE-627)061344400 (DE-576)131986279 aut Enthalten in Corporate social responsibility and environmental management Chichester : Wiley, 2002 30(2023), 5 vom: Sept., Seite 2679-2692 Online-Ressource (DE-627)350784531 (DE-600)2083715-X (DE-576)276557433 1535-3966 nnns volume:30 year:2023 number:5 month:09 pages:2679-2692 https://onlinelibrary.wiley.com/doi/pdfdirect/10.1002/csr.2487 Verlag kostenfrei https://doi.org/10.1002/csr.2487 Resolving-System kostenfrei GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_32 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_105 GBV_ILN_110 GBV_ILN_120 GBV_ILN_138 GBV_ILN_150 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_170 GBV_ILN_171 GBV_ILN_184 GBV_ILN_187 GBV_ILN_213 GBV_ILN_224 GBV_ILN_230 GBV_ILN_266 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_636 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2004 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2031 GBV_ILN_2034 GBV_ILN_2037 GBV_ILN_2038 GBV_ILN_2039 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2068 GBV_ILN_2088 GBV_ILN_2093 GBV_ILN_2106 GBV_ILN_2108 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2118 GBV_ILN_2119 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2144 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2470 GBV_ILN_2507 GBV_ILN_2522 GBV_ILN_2548 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4335 GBV_ILN_4336 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 GBV_ILN_2403 GBV_ILN_2403 ISIL_DE-LFER AR 30 2023 5 9 2679-2692 26 01 0206 4380587886 x1z 02-10-23 2403 01 DE-LFER 4383371485 00 --%%-- --%%-- n --%%-- l01 10-10-23 2403 01 DE-LFER https://doi.org/10.1002/csr.2487 26 00 DE-206 The use of life cycle-based assessment has been defined a crucial microfoundation to implement circular business models from a dynamic capabilities perspective. Through a case study of a multi-national packaging corporation in the plastics sector, the application of an industry-developed circularity assessment, the Circular Transition Indicators (CTI), is analysed in two manufacturing locations (Italy and China). The aim is to identify how this life cycle-based assessment can amplify the company's capability to sense, seize and reconfigure its resources. Data were collected from a company placement, interviews, and sustainability reports. The CTI mainly contributed to the sensing microfoundations concerning the company's life cycle-based perspective and the use of environmental management tools. It also proved to complement existing life cycle-based approaches because it does not identify sustainability impacts, but only captures material flows. Furthermore, the results showed how the CTI implementation benefitted from existing microfoundations, such as the strategic collaboration with knowledge partners and previously collected sustainability and process efficiency data. Finally, it was also discussed for which microfoundations the CTI results could be most useful: to improve internal resource management processes and to support external circularity pledges. This paper contributes an empirical example to connect dynamic capabilities with life cycle management literature in a circular economy context. |
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10.1002/csr.2487 doi (DE-627)1860625614 (DE-599)KXP1860625614 DE-627 ger DE-627 rda eng Walker, Anna M. verfasserin aut A dynamic capabilities perspective on implementing the Circular Transition Indicators a case study of a multi-national packaging company Anna M. Walker, Alberto Simboli, Walter J. V. Vermeulen, Andrea Raggi 2023 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier circular economy (dpeaa)DE-206 circularity metrics (dpeaa)DE-206 dynamic capability (dpeaa)DE-206 life cycle assessment (dpeaa)DE-206 life cycle management (dpeaa)DE-206 sustainability assessment (dpeaa)DE-206 Simboli, Alberto verfasserin aut Vermeulen, Walter 1958- verfasserin (DE-588)171182324 (DE-627)061357200 (DE-576)131996681 aut Raggi, Andrea verfasserin (DE-588)171171012 (DE-627)061344400 (DE-576)131986279 aut Enthalten in Corporate social responsibility and environmental management Chichester : Wiley, 2002 30(2023), 5 vom: Sept., Seite 2679-2692 Online-Ressource (DE-627)350784531 (DE-600)2083715-X (DE-576)276557433 1535-3966 nnns volume:30 year:2023 number:5 month:09 pages:2679-2692 https://onlinelibrary.wiley.com/doi/pdfdirect/10.1002/csr.2487 Verlag kostenfrei https://doi.org/10.1002/csr.2487 Resolving-System kostenfrei GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_32 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_105 GBV_ILN_110 GBV_ILN_120 GBV_ILN_138 GBV_ILN_150 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_170 GBV_ILN_171 GBV_ILN_184 GBV_ILN_187 GBV_ILN_213 GBV_ILN_224 GBV_ILN_230 GBV_ILN_266 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_636 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2004 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2031 GBV_ILN_2034 GBV_ILN_2037 GBV_ILN_2038 GBV_ILN_2039 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2068 GBV_ILN_2088 GBV_ILN_2093 GBV_ILN_2106 GBV_ILN_2108 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2118 GBV_ILN_2119 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2144 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2470 GBV_ILN_2507 GBV_ILN_2522 GBV_ILN_2548 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4335 GBV_ILN_4336 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 GBV_ILN_2403 GBV_ILN_2403 ISIL_DE-LFER AR 30 2023 5 9 2679-2692 26 01 0206 4380587886 x1z 02-10-23 2403 01 DE-LFER 4383371485 00 --%%-- --%%-- n --%%-- l01 10-10-23 2403 01 DE-LFER https://doi.org/10.1002/csr.2487 26 00 DE-206 The use of life cycle-based assessment has been defined a crucial microfoundation to implement circular business models from a dynamic capabilities perspective. Through a case study of a multi-national packaging corporation in the plastics sector, the application of an industry-developed circularity assessment, the Circular Transition Indicators (CTI), is analysed in two manufacturing locations (Italy and China). The aim is to identify how this life cycle-based assessment can amplify the company's capability to sense, seize and reconfigure its resources. Data were collected from a company placement, interviews, and sustainability reports. The CTI mainly contributed to the sensing microfoundations concerning the company's life cycle-based perspective and the use of environmental management tools. It also proved to complement existing life cycle-based approaches because it does not identify sustainability impacts, but only captures material flows. Furthermore, the results showed how the CTI implementation benefitted from existing microfoundations, such as the strategic collaboration with knowledge partners and previously collected sustainability and process efficiency data. Finally, it was also discussed for which microfoundations the CTI results could be most useful: to improve internal resource management processes and to support external circularity pledges. This paper contributes an empirical example to connect dynamic capabilities with life cycle management literature in a circular economy context. |
| allfieldsSound |
10.1002/csr.2487 doi (DE-627)1860625614 (DE-599)KXP1860625614 DE-627 ger DE-627 rda eng Walker, Anna M. verfasserin aut A dynamic capabilities perspective on implementing the Circular Transition Indicators a case study of a multi-national packaging company Anna M. Walker, Alberto Simboli, Walter J. V. Vermeulen, Andrea Raggi 2023 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier circular economy (dpeaa)DE-206 circularity metrics (dpeaa)DE-206 dynamic capability (dpeaa)DE-206 life cycle assessment (dpeaa)DE-206 life cycle management (dpeaa)DE-206 sustainability assessment (dpeaa)DE-206 Simboli, Alberto verfasserin aut Vermeulen, Walter 1958- verfasserin (DE-588)171182324 (DE-627)061357200 (DE-576)131996681 aut Raggi, Andrea verfasserin (DE-588)171171012 (DE-627)061344400 (DE-576)131986279 aut Enthalten in Corporate social responsibility and environmental management Chichester : Wiley, 2002 30(2023), 5 vom: Sept., Seite 2679-2692 Online-Ressource (DE-627)350784531 (DE-600)2083715-X (DE-576)276557433 1535-3966 nnns volume:30 year:2023 number:5 month:09 pages:2679-2692 https://onlinelibrary.wiley.com/doi/pdfdirect/10.1002/csr.2487 Verlag kostenfrei https://doi.org/10.1002/csr.2487 Resolving-System kostenfrei GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_32 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_105 GBV_ILN_110 GBV_ILN_120 GBV_ILN_138 GBV_ILN_150 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_170 GBV_ILN_171 GBV_ILN_184 GBV_ILN_187 GBV_ILN_213 GBV_ILN_224 GBV_ILN_230 GBV_ILN_266 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_636 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2004 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2031 GBV_ILN_2034 GBV_ILN_2037 GBV_ILN_2038 GBV_ILN_2039 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2068 GBV_ILN_2088 GBV_ILN_2093 GBV_ILN_2106 GBV_ILN_2108 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2118 GBV_ILN_2119 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2144 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2470 GBV_ILN_2507 GBV_ILN_2522 GBV_ILN_2548 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4335 GBV_ILN_4336 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 GBV_ILN_2403 GBV_ILN_2403 ISIL_DE-LFER AR 30 2023 5 9 2679-2692 26 01 0206 4380587886 x1z 02-10-23 2403 01 DE-LFER 4383371485 00 --%%-- --%%-- n --%%-- l01 10-10-23 2403 01 DE-LFER https://doi.org/10.1002/csr.2487 26 00 DE-206 The use of life cycle-based assessment has been defined a crucial microfoundation to implement circular business models from a dynamic capabilities perspective. Through a case study of a multi-national packaging corporation in the plastics sector, the application of an industry-developed circularity assessment, the Circular Transition Indicators (CTI), is analysed in two manufacturing locations (Italy and China). The aim is to identify how this life cycle-based assessment can amplify the company's capability to sense, seize and reconfigure its resources. Data were collected from a company placement, interviews, and sustainability reports. The CTI mainly contributed to the sensing microfoundations concerning the company's life cycle-based perspective and the use of environmental management tools. It also proved to complement existing life cycle-based approaches because it does not identify sustainability impacts, but only captures material flows. Furthermore, the results showed how the CTI implementation benefitted from existing microfoundations, such as the strategic collaboration with knowledge partners and previously collected sustainability and process efficiency data. Finally, it was also discussed for which microfoundations the CTI results could be most useful: to improve internal resource management processes and to support external circularity pledges. This paper contributes an empirical example to connect dynamic capabilities with life cycle management literature in a circular economy context. |
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Enthalten in Corporate social responsibility and environmental management 30(2023), 5 vom: Sept., Seite 2679-2692 volume:30 year:2023 number:5 month:09 pages:2679-2692 |
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Enthalten in Corporate social responsibility and environmental management 30(2023), 5 vom: Sept., Seite 2679-2692 volume:30 year:2023 number:5 month:09 pages:2679-2692 |
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code="e">n</subfield><subfield code="j">--%%--</subfield><subfield code="y">l01</subfield><subfield code="z">10-10-23</subfield></datafield><datafield tag="981" ind1=" " ind2=" "><subfield code="2">2403</subfield><subfield code="1">01</subfield><subfield code="x">DE-LFER</subfield><subfield code="r">https://doi.org/10.1002/csr.2487</subfield></datafield><datafield tag="982" ind1=" " ind2=" "><subfield code="2">26</subfield><subfield code="1">00</subfield><subfield code="x">DE-206</subfield><subfield code="b">The use of life cycle-based assessment has been defined a crucial microfoundation to implement circular business models from a dynamic capabilities perspective. Through a case study of a multi-national packaging corporation in the plastics sector, the application of an industry-developed circularity assessment, the Circular Transition Indicators (CTI), is analysed in two manufacturing locations (Italy and China). The aim is to identify how this life cycle-based assessment can amplify the company's capability to sense, seize and reconfigure its resources. Data were collected from a company placement, interviews, and sustainability reports. The CTI mainly contributed to the sensing microfoundations concerning the company's life cycle-based perspective and the use of environmental management tools. It also proved to complement existing life cycle-based approaches because it does not identify sustainability impacts, but only captures material flows. 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26 00 DE-206 The use of life cycle-based assessment has been defined a crucial microfoundation to implement circular business models from a dynamic capabilities perspective. Through a case study of a multi-national packaging corporation in the plastics sector, the application of an industry-developed circularity assessment, the Circular Transition Indicators (CTI), is analysed in two manufacturing locations (Italy and China). The aim is to identify how this life cycle-based assessment can amplify the company's capability to sense, seize and reconfigure its resources. Data were collected from a company placement, interviews, and sustainability reports. The CTI mainly contributed to the sensing microfoundations concerning the company's life cycle-based perspective and the use of environmental management tools. It also proved to complement existing life cycle-based approaches because it does not identify sustainability impacts, but only captures material flows. Furthermore, the results showed how the CTI implementation benefitted from existing microfoundations, such as the strategic collaboration with knowledge partners and previously collected sustainability and process efficiency data. Finally, it was also discussed for which microfoundations the CTI results could be most useful: to improve internal resource management processes and to support external circularity pledges. This paper contributes an empirical example to connect dynamic capabilities with life cycle management literature in a circular economy context A dynamic capabilities perspective on implementing the Circular Transition Indicators a case study of a multi-national packaging company Anna M. Walker, Alberto Simboli, Walter J. V. Vermeulen, Andrea Raggi circular economy (dpeaa)DE-206 circularity metrics (dpeaa)DE-206 dynamic capability (dpeaa)DE-206 life cycle assessment (dpeaa)DE-206 life cycle management (dpeaa)DE-206 sustainability assessment (dpeaa)DE-206 |
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ind1=" " ind2=" "><subfield code="a">GBV_ILN_4325</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4326</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4333</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4334</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4335</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4336</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4338</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4393</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4700</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_2403</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_2403</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">ISIL_DE-LFER</subfield></datafield><datafield tag="951" ind1=" " ind2=" "><subfield code="a">AR</subfield></datafield><datafield tag="952" ind1=" " ind2=" "><subfield code="d">30</subfield><subfield code="j">2023</subfield><subfield code="e">5</subfield><subfield code="c">9</subfield><subfield code="h">2679-2692</subfield></datafield><datafield tag="980" ind1=" " ind2=" "><subfield code="2">26</subfield><subfield code="1">01</subfield><subfield code="x">0206</subfield><subfield code="b">4380587886</subfield><subfield code="y">x1z</subfield><subfield code="z">02-10-23</subfield></datafield><datafield tag="980" ind1=" " ind2=" "><subfield code="2">2403</subfield><subfield code="1">01</subfield><subfield code="x">DE-LFER</subfield><subfield code="b">4383371485</subfield><subfield code="c">00</subfield><subfield code="f">--%%--</subfield><subfield code="d">--%%--</subfield><subfield code="e">n</subfield><subfield code="j">--%%--</subfield><subfield code="y">l01</subfield><subfield code="z">10-10-23</subfield></datafield><datafield tag="981" ind1=" " ind2=" "><subfield code="2">2403</subfield><subfield code="1">01</subfield><subfield code="x">DE-LFER</subfield><subfield code="r">https://doi.org/10.1002/csr.2487</subfield></datafield><datafield tag="982" ind1=" " ind2=" "><subfield code="2">26</subfield><subfield code="1">00</subfield><subfield code="x">DE-206</subfield><subfield code="b">The use of life cycle-based assessment has been defined a crucial microfoundation to implement circular business models from a dynamic capabilities perspective. Through a case study of a multi-national packaging corporation in the plastics sector, the application of an industry-developed circularity assessment, the Circular Transition Indicators (CTI), is analysed in two manufacturing locations (Italy and China). The aim is to identify how this life cycle-based assessment can amplify the company's capability to sense, seize and reconfigure its resources. Data were collected from a company placement, interviews, and sustainability reports. The CTI mainly contributed to the sensing microfoundations concerning the company's life cycle-based perspective and the use of environmental management tools. It also proved to complement existing life cycle-based approaches because it does not identify sustainability impacts, but only captures material flows. Furthermore, the results showed how the CTI implementation benefitted from existing microfoundations, such as the strategic collaboration with knowledge partners and previously collected sustainability and process efficiency data. Finally, it was also discussed for which microfoundations the CTI results could be most useful: to improve internal resource management processes and to support external circularity pledges. This paper contributes an empirical example to connect dynamic capabilities with life cycle management literature in a circular economy context.</subfield></datafield></record></collection>
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| score |
7.3995275 |