Table 4 Conclusions and future research directions
Extant empirical research themes and key sources | Current research gaps | Future research questions/directions |
|---|---|---|
Definition and typology | ||
[2, 11, 42, 21, 55, 62, 71, 74, 84, 87, 95, 103, 108, 114, 134, 140] | When talking about the CE paradigm and servitisation approach, following SLR points out a need for more consensus on the definition of CE and servitisation and its type | We are assessing economic, environmental, and social parameters to measure the viability of the CE principle in a servitisation setting There should be more empirical research to determine a data-driven discussion supporting informed decisions towards realising the CE principle from a servitisation perspective |
Antecedents of business model/key activities | ||
Mapping the key elements of CE principle and servitisation approach in a business model canvas (BMC) to understand a firm's growth stance and diffusion | What are the cause-of-effect relations of this transition from lenses of customer engagement, reconfiguration of the revenue model, optimisation of the cost structures, and reorganising the external linkages that offer servitisation BM | |
Value creation and capture domain | ||
Results suggest that a value proposition not only emphasis on value creation but also value capturing and delivery | What are the key value propositions in the new ecosystem, and how are they recognised and generated | |
Supply chain domain | ||
There needs to be a method-based framework for supply chain management and how it incorporates efficiency, sufficiency, and consistency strategies Whether this transition will lead to a market shift depends on how well servitisation can support CE, which leads to a sustainable supply chain | What is the point of intersection among sustainable design, reconfiguration of BM, and alignment of the supply chain network that connects the product's lifecycle with their business strategy? |