Figure 2
The framework has three columns titled First-order codes: Activities, Second-order themes: Business practices, and Aggregate dimensions: Phases. In the first group, the activities are exploring value proposition logics to realise circular benefits, trying out various resource flow strategies, and involving lead customers for circular concept validation. These connect to Experimenting with diverse circular value logic, which points to Designing C B M. The next activities are offering training to upgrade digital and analytical skills among employees, promoting the use of advanced data analytics to drive circularity, and advancing organisational processes for data-driven decision making. These connect to Building competency through digital analytics, which also points to Designing C B M. The next activities are assessing partners’ willingness to jointly exploit circular opportunities, expanding circular opportunities by onboarding new partners and reconfiguring existing partners, and complementing existing capability through joint value creation. These connect to Revitalizing ecosystem partnership, which also points to Designing C B M. In the next group, the activities are revising vision and strategy to foster circularity, reducing silo initiatives by reorganising and introducing new roles and units, and making gradual and incremental changes to existing business models. These connect to Transforming organizational processes, which points to Developing C B M. The next activities are revising governance structure for improved operational processes, roles, and activities, incentivizing partner transformation by incurring initial investment costs, and negotiating joint principles on revenue sharing. These connect to Orchestrating and aligning with ecosystem partners, which also points to Developing C B M. The next activities are testing new revenue streams for circular opportunities, initializing revenue through advanced service contracts, and realigning new revenue models with ecosystem partners. These connect to Extending circular revenue models, which also points to Developing C B M. In the final group, the activities are integrating activities across internal departments for commercialization, extending circular offerings to new customer segments, and entering into new markets through novel circular offering. These connect to Customers and market scaling, which points to Scaling C B M. The final activities are utilizing digital technologies in market-shaping processes and streamlining activities digitalizing ecosystem partners. These connect to Expanding C B M through digital technology, which also points to Scaling C B M.The coding tree