Purpose

This paper aims to gain insights into the paradoxical tensions emerging from circular business model innovation (CBMI) and how to overcome them by developing a theoretical framework drawing on two theoretical streams: firstly, the paradox theory for shedding light on the often “invisible” contradictions generated by the implementation of circular economy (CE) principles in business model transformation; and secondly, the dynamic capability theory that can contribute to the investigation of how to manage these contradictions.

Design/methodology/approach

The study uses a longitudinal case study approach to gain an in-depth understanding of the transformation and challenges faced by an incumbent firm in adopting a circular business model. Qualitative research methods are used to explore the paradoxical tensions and dynamic capabilities involved in the process.

Findings

The study finds that incumbent firms face numerous challenges and paradoxical tensions in the CBMI process. These tensions arise from difficulties in implementing organizational changes, balancing competing priorities and managing conflicting goals. Dynamic capabilities are crucial in managing these tensions and facilitating the transition to a circular business model.

Research limitations/implications

This paper contributes to the theoretical development of paradox theory by applying it to the new field of CBMI which is currently slightly investigated and responds to the call for studies looking at more fine-grained types of sustainable business models. The study adds to previous literature that how the firm handles paradoxes and tensions influences the pace and results of the process. If the firm becomes discouraged during the early stages of identifying new opportunities, the pace slows down, and the firm becomes hesitant to collaborate more with partners. Furthermore, the ability to capitalize on these opportunities is affected by these tensions and contradictions.

Originality/value

This paper contributes to the literature by empirically investigating the process of CBMI in incumbent firms. It fills the gap in existing research by examining the existence of paradoxical tensions in a real-life setting and exploring the role of dynamic capabilities in managing these tensions. The findings provide practical insights for firms seeking a transition towards a CE and highlight that the ability to sense the external context should be developed as the new business model entails a central role of external actors.

中文翻译：

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基于知识的动态能力，用于管理循环商业模式创新中的矛盾紧张局势：对现有企业的实证探索

 目的

本文旨在深入了解循环商业模式创新 （CBMI） 中出现的矛盾紧张局势，以及如何通过利用两个理论流发展理论框架来克服这些紧张局势：首先，悖论理论阐明了在商业模式转型中实施循环经济 （CE） 原则所产生的往往“看不见”的矛盾;其次，动态能力理论有助于研究如何管理这些矛盾。

设计/方法/方法

该研究使用纵向案例研究方法来深入了解现有公司在采用循环商业模式时面临的转型和挑战。定性研究方法用于探索过程中涉及的悖论张力和动态能力。

 发现

研究发现，现有企业在 CBMI 流程中面临众多挑战和矛盾的紧张局势。这些紧张关系源于实施组织变革、平衡相互竞争的优先事项和管理相互冲突的目标方面的困难。动态能力对于管理这些紧张局势和促进向循环商业模式的过渡至关重要。

研究局限性/影响

本文通过将悖论理论应用于 CBMI 的新领域，为悖论理论的理论发展做出了贡献，该领域目前正在进行少量调查，并响应了对更细粒度的可持续商业模式类型的研究呼吁。该研究在以前的文献中补充说，公司如何处理悖论和紧张局势会影响该过程的速度和结果。如果公司在发现新机会的早期阶段变得气馁，那么步伐就会放慢，公司就会不愿与合作伙伴进行更多合作。此外，利用这些机会的能力会受到这些紧张局势和矛盾的影响。

 原创性/价值

本文通过实证调查现有公司 CBMI 的过程为文献做出了贡献。它通过检查现实生活中矛盾紧张局势的存在并探索动态能力在管理这些紧张局势中的作用，填补了现有研究的空白。研究结果为寻求向 CE 过渡的公司提供了实用见解，并强调应培养感知外部环境的能力，因为新的商业模式需要外部参与者发挥核心作用。