Un business model circulaire est-il un facteur de résilience accrue face à une crise comme celle de la Covid-19? Analyse dans le cadre deux entreprises brassicoles.

Abstract

The year 2020 was marked by the covid-19 pandemic. This worldwide crisis has highlighted the fragility of our linear economic systems and has emphasized the need for alternative ways of functioning. Indeed, the current "take-make-waste" model grows more and more obsolete as we live in a finite world, with a finite number of resources. The change towards a more circular economy is therefore perceived as a promising solution. However, the challenge of this transition will only be worthy if the companies which implemented a circular business model (CBM) before the crisis proved to have successfully overcome the crisis. This last statement brings in another dimension which is the notion of organizational resilience. A resilient organization is an entity that has the ability to persist and adapt in the face of a turbulent environment. This thesis will therefore first aim at explaining what theoretical aspects links the concepts of resilience and circular business models. Then, using the academic literature, the idea will be to develop two grids: one to study the key aspects of a CBM, the other to help us understand what theoretical aspects the notion of organizational resilience involves. Finally, with the help of these tools, we will be able to explore empirically through a case study if a CBM can be considered as an increased factor of resilience.