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Disruptive technologies can increase the intelligence of goods and revitalize business models in the circular economy. Applying an industrial ecology perspective, this article discusses how intelligent goods can boost the sustainability of industrial ecosystems. North American and European cases highlight how business model innovators can utilize goods-related information to develop more competitive closedloop systems. The authors identify three archetypes of closed-loop systems--inner circles, decentralized systems, and open systems--and delineate how they leverage information resources for collaboration. This study advances the understanding of closed-loop systems in the circular economy, which is more dependent than ever on digital platforms.

This study builds on insights from 49 sustainability leaders in the U.S. by examining green innovation from the game perspective. It explores how corporate sustainability can advance environmentally friendly innovations, and what managerial roles and activities are required to enable the transformation. It identifies four green innovation games characterized by different underlying value creation logics and organizational and mental barriers. The article suggests ways that can help managers to overcome these barriers and incorporate three decisive managerial roles into their corporate agenda and culture to advance corporate sustainability.

Traditional management thinking addresses either the service provider's or the client's individual competences and competitive advantage in service innovation. This is myopic in the extreme; value creation should be based on the simultaneous recognition of the interests and competencies of both parties. This article examines the service innovation strategies in the ICT field from the perspective of the resource-based view of the firm and the management competencies involved. First, the characteristics of three main types of service innovations (established service, incremental service innovation, and radical service innovation) are outlined, as these can be shown to require different value creation approaches. Second, a service strategy matrix is constructed illustrating the client-driven, provider-driven, and collaborative service innovation strategies. The article provides a recipe for managing the service co-creation modes, with guidelines given on how to succeed through collaborative capabilities and culture, as well as appropriate business models.