Exploring Orchestration to Enable Joint Value Creation in Emerging Circular Ecosystems A Case Study in the Outdoor Retail Industry

dc.contributor.authorAndhult, Ebba
dc.contributor.authorHansson Häggstrand, Ida
dc.contributor.departmentChalmers tekniska högskola / Institutionen för teknikens ekonomi och organisationsv
dc.contributor.departmentChalmers University of Technology / Department of Technology Management and Economicsen
dc.contributor.examinerOllila, Susanne
dc.contributor.supervisorOllila, Susanne
dc.date.accessioned2024-06-11T11:16:17Z
dc.date.available2024-06-11T11:16:17Z
dc.date.issued2024
dc.date.submitted
dc.description.abstractThe resource-intensive nature of the retail industry necessitates a shift towards circu- larity, requiring collective stakeholder support to transition from linear value chains to circular economies. While existing literature often addresses the challenges of the retail industry, there remains a gap in exploring the outdoor retail industry and its emerging ecosystems, which is crucial for the circular transition. This master’s thesis examines the circular ecosystem within the outdoor retail in- dustry in Sweden, in collaboration with Haglöfs. Through a qualitative single case study, involving interviews and document analysis, the study explores value creation within the ecosystem and identifies critical practices for eective orchestration. The study identifies three phases of ecosystem emergence from the perspective of a central firm—acceleration, transition, and orchestration—illustrating Haglöfs’ evo- lution from a network accelerator to a central orchestrator. To comprehend the central actor’s role in the acceleration phase, three overarching themes emerge; ex- ternal image disparities, internal value generation, and the initiation of second-hand item volume. In the transition phase, the importance of sustainable business model development and new infrastructure is highlighted. In the orchestration phase, e- cient collaboration eorts and value creation systems surface as two primary themes, oering deeper insight into Haglöfs’ orchestrator role. The study has found that each of the identified phases presents multiple barriers that must be overcome to drive the ecosystem’s evolution. To overcome these barriers, twelve key practices for guiding a central actor through each phase were identified, emphasising relationship management, value creation, and resource allocation. The practices help guide the central actor in strategic decisions and shifting priorities as the ecosystem evolves. These practices are intended to adapt as the ecosystem matures, ensuring dynamic and eective joint value creation.
dc.identifier.coursecodeTEKX08
dc.identifier.urihttp://hdl.handle.net/20.500.12380/307769
dc.language.isoeng
dc.relation.ispartofseriesE2023_123
dc.setspec.uppsokTechnology
dc.subjectcircular economy
dc.subjectoutdoor retail industry
dc.subjectircular ecosystems
dc.subjectjoint value creation
dc.subjectsustainability
dc.subjectcosystem orchestration
dc.subjectcosystem emergence
dc.titleExploring Orchestration to Enable Joint Value Creation in Emerging Circular Ecosystems A Case Study in the Outdoor Retail Industry
dc.type.degreeExamensarbete för masterexamensv
dc.type.degreeMaster's Thesisen
dc.type.uppsokH
local.programmeManagement and economics of innovation (MPMEI), MSc
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