| dc.description.abstract | Innovating in business models for sustainability is the process of building
solutions that create environmental, social and economic value, for the firm and its
entire value chain. One of the possibilities for innovation is the transition from linear
business models to circular business models. The understanding of how this process
of transition from a linear to a circular business model occurs and evolves remains
unknown. Through a single case study carried out with the Brazilian petrochemical
company Braskem S.A., the process of transition from a linear to a circular business
model was investigated, in light of the dynamic capabilities theory. Braskem, a
commodities company with global operations, conceived in 2002 as a linear
business model, began in recent years a process of transition to a circular business
model. This case is a rare example, given that this type of business model transition
is not common in this type of industry. It is also revealing, given that the entire history
of the firm was explored, from a qualitative approach, with the application of
procedural methodology. Interviews and secondary data were collected and
analyzed using narrative, time scheduling, and visual maps. Four evolutionary
phases of the business model innovation process for sustainability were identified:
development, maturation, consolidation, and renewal of the value proposition. Each
phase was associated with a different market differentiation strategy. It was found
that the phase changes occurred because, over time, the exchange of differentiation
strategies made the firm obtain a competitive advantage. The micro-foundations of
dynamic capabilities that contributed to this innovation process were highlighted. A
new dynamic capacity, called orchestrating, has been proposed. It is associated with
the mobilization of resources external to the firm, to create value not only for itself
but also for the other links in its value chain. Two micro-foundations of the
transforming capacity (co-innovation and governance) and two of the orchestrating
capacity (development of the value chain and influence on the value chain),
presented themselves as essential for firms that are in transit from a linear model to
a circular business model. A deepening of the sensing capacity (monitoring market
demands), proved to be responsible for providing agility and market differentiation
to the firm, which innovates in business models for sustainability. | en |
