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The global pandemic has increased stakeholders' expectations for companies to protect their health and the wealth of the planet, reason why to achieve long-term social and environmental sustainability, companies need to adopt sustainable business models (SBMs). To support and inspire companies in their journey to become sustainable, the different SBMs that companies can adopt are presented and classified according to their ecological or social focus. It was found that the ecological SBMs follow the circular economy paradigm, and that the social ones can be conceived by considering Base of the Pyramid (BoP) communities.

In research on the circular economy, business models are often taken as a focal point since their essential functions are both to create value and to capture part of that value. This chapter investigates whether and how circular business models can be “opened up” to creating and capturing value by utilizing a firm’s main asset not only in its own operation but also in other firms’ businesses. We hereby take the perspective of producing companies which face various challenges over the entire product life cycle and empirically analyze a case of five companies which are part of a joint innovation toward circularity in the plastics industry. Building on a grounded theory approach, we propose a new framework for companies which combines insights about open business models with circularity. When moving toward circularity, producing companies are advised to expand their dyadic perspective of suppliers, on the one hand, and customers, on the other hand, to a network perspective and open their business models.

System change for the circular economy (CE) in the society requires innovative thinking in refining existing material into new resources and collaboration with different actors. We introduce examples of decomposers with different roles in a circular ecosystem. Examples from reusers of waste material, users of recycled materials, designers of new technologies, and facilitators of CE networks are introduced to illustrate how companies contribute to a circular ecosystem in the clothing and textiles industry. Moreover, we illustrate the networked nature of supply chains of circular materials.

A circular economy perspective embraces a systemic, cradle-to-cradle notion that everything is designed to be reused as long as possible and then recaptured and repurposed when reuse is no longer possible. Designing for a circular economy ecosystem requires a holistic, integrative viewpoint, spanning all aspects of design and development and considering many supply chain actors, far beyond that of traditional supply chains. This edited book adopts a biomimetic lens, highlighting the need for cross-industry flows and need for different actors (beyond producers and consumers) in circular value cycles. Enablers such as incentives and/or legislation are also discussed. While biomimicry provides the structure for organizing this book, individual chapters build on other theoretical lenses and concepts, such as stakeholder theory, etc. The intent is to move beyond a dyadic (buyer–supplier) view, embracing a holistic network or ecosystem view, to consider a cross-industry system perspective, where there is a diversity of actors (covering four actor groups: producers, consumers, scavengers, and decomposers) needed for a working ecosystem. This edited book offers a comprehensive overview of system components and actors, including how the circular economy adds value, the role of producers and consumers, the spectrum of recovery possibilities to return products back to the consumption supply chain, and the essential role of information management.

The chapter addresses the unique aspects of Brazil’s news agencies and the Brazilian news syndication market. It reveals the pattern of Brazil’s two prevailing business models regarding the wire services industry: that of the State, particularly the federal government, which invested little in a nationwide distributor to peripheral and alternative media; and that of major media conglomerates, which set out their syndication services labeled as “news agencies” in order to multiply profits with no extra labor. In the latter case, an asymmetrical relationship of dependency and circularity ensues between these major conglomerates and regional media groups, who rely on these “news agencies” to perpetuate their dominance in local markets. The chapter also assesses a few causes for this unique model and describes the main players in Brazil’s news agency sector. A concise historical background is presented (Molina, Morais, Saroldi & Moreira) and provides context for the present-day players in the news agency business in Brazil, including the institutional framework they form with their customers, predominantly smaller newspapers. The chapter analyzes attributes of the Brazilian news agency ecology, including the parallel reach of distribution networks belonging to the private and state-owned agencies; the adaptation of conglomerate agencies to challenges entailed by the digital convergence (shrinking newsrooms, multitasking staff); and the prevalence of the interconglomerate model within the Brazilian news syndication industry.

This issue of Research in Competence-Based Management focuses on a range of fundamental issues in developing competence theory and undertaking competence-based research.

Part I of this chapter applies the principles of the philosophy of science and the derived scientific method to analyze the foundational concepts and core proposition of the Resource-Base View (RBV) as popularized by Barney (1986, 1991, 1997). This analysis identifies seven fundamental conceptual deficiencies and logic problems in Barney's conceptualization of “strategically valuable resources” and in Barney's VRIO framework for identifying strategically valuable resources that can be sources of sustained competitive advantage. Three problems – the Value Conundrum, the Tautology Problem in the Identification of Resources, and the Absence of a Chain of Causality – relate to the RBV's and VRIO's failure to provide an adequate conceptual basis for identifying strategically valuable resources. The Uniqueness Dilemma, the Cognitive Impossibility Dilemma, and an Asymmetry in Assumptions about Resource Factor Markets result in an inability of the VRIO framework to support identification of resources that can be sources of sustained competitive advantage. More fundamentally, the core proposition of the RBV – that resources that are strategically valuable, rare, inimitable, and organizationally embedded are sources of sustainable competitive advantage – is argued to result directly in the Epistemological Impossibility Problem that precludes use of the scientific method in RBV research. This chapter argues that until these conceptual deficiencies and logic problems are recognized and remedied, the RBV – in spite of its current popularity – is and will remain theoretically sterile and incapable of contributing in any systematic way to the development of strategy theory.

Part II of this chapter then suggests how foundational concepts developed within the competence perspective on strategy provide essential remedies for the identified deficiencies and problems in the RBV – and thereby provide a more conceptually adequate basis for representing the nature of firms in the scientific study of their interactions and competitive outcomes.