# Transitioning toward sustainability: The emergence and transformation of business models in France's plastic packaging industry

Léa Barbaut, Valérie Revest, Hervé Goy

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Léa Barbaut, Valérie Revest, Hervé Goy. Transitioning toward sustainability: The emergence and transformation of business models in France's plastic packaging industry. European Academy of Management 2025 Conference, Jun 2025, Florence (ITA), Italy. hal-05308561

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# Transitioning toward sustainability: The emergence and transformation of business models in France's plastic packaging industry

**Barbaut Léa** : University Jean Moulin Lyon 3, iaelyon School of Management, UR Magellan, Lyon, France

**Prof. Valérie Revest** : University Jean Moulin Lyon 3, iaelyon School of Management, UR Magellan, Lyon, France

**Prof. Hervé Goy** : University Jean Moulin Lyon 3, iaelyon School of Management, UR Magellan, Lyon, France
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# Plastic pollution... a red flag for the planet

In 2022 5 out of the 9 planetary boundaries had already been crossed

- Chemical pollution & novel entities in the biosphere

(Rockström et al., 2009; Persson et al., 2022)

<figure><img src="image_3.png" /></figure>

## France's context

- **Packaging** : 45% of France's plastic consumption (Plastics Europe, 2023)

- **Packaging recycling rate** : 30% in 2022 (ADEME, 2023)
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# 1. Introduction (1/3)

Regulatory drivers of change : the transition of the plastics industry to a circular economy

<figure><img src="image_5.png" /></figure>

**Emerging innovations**

- Bio-based plastics

- Recycling processes (chemical/enzymatic recycling)
# 1. Introduction (3/3)

## Research question

How does the transition to a circular economy within France's plastic packaging industry impact its business models?
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# Outline of this presentation

2. Theoretical framework

3. Methodology

4. Results and discussion

5. Conclusion

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# 2. Theoretical framework (1/2)

## The multi-level perspective on sociotechnical transitions

Deep structure of the dominant sociotechnical system

<figure><img src="image_9.png" /></figure>

Radical innovation

<figure><img src="image_10.png" /></figure>

(Geels, 2002, 2004, 2019)

Increasing structuration of activities in local practices

<figure><img src="image_11.png" /><figcaption>Multi-level perspective on socio-technical transitions (Source : Geels, 2019)</figcaption></figure>

Time
<figure><img src="image_12.png" /></figure>

# 2. Theoretical framework (2/2)

## Business model innovation

### Conceptualisation of BMs :

* "how an organization creates, delivers, and captures value" (Osterwalder and Pigneur, 2010, p.14)

<figure><img src="image_13.png" /></figure>

**Business model innovation** (Geissdoerfer et al., 2018; Geissdoerfer et al., 2020)

* designing **entirely new BMs**

* **diversifying** into additional BMs

* or **transforming** existing ones

« The transformation can affect the **entire business model** or individual or a combination of its **value proposition, value creation and deliver**, and **value capture elements**, the interrelations between the elements, and the value network."
(Geissdoerfer et al., 2018, p. 406)
<figure><img src="image_14.png" /></figure>

## 3.Methodology (1/2)

Qualitative research - exploratory case study (Yin, 2013)

Case study: 38 semi-structured interviews in total
32 hours of interviews in total

<figure><img src="image_15.png" /></figure>

12 stakeholders (public and private)

<footnote>*(6 interviews in total)</footnote>
## 3.2. Methodology (2/2)

### Data collection and analysis

#### Data coding with N'Vivo

#### Coding method

##### 1) Open Coding (First Order)

* descriptive codes

* raw concepts from the data

##### 2) Axial Coding (Second Order)

* Gradual abstraction

##### 3) Selective coding (Aggregated Dimensions)

* link between raw data and conceptualization.

(Magnani et Gioia, 2023; Gioia et al., 2013)

<table><caption>Table 1. Sample of first- and second-order codes used to identify emerging innovations in the sector</caption><thead><tr><td>First-order terms</td><td>Second-order themes</td><td>Aggregate dimensions</td></tr></thead><tbody><tr><td>The conditional entry of bio-based biodegradable plastics: when usage makes sense</td><td rowspan="3">Niche innovations that disrupt the functioning of the value chain</td><td rowspan="7">Niche innovations in symbiosis or competition with the socio-technical regime</td></tr><tr><td>The challenges of circularity and recycling for bio-based plastics: volume, collection, and regulation</td></tr><tr><td>Economic and technical barriers and a lack of alignment with the industry's recycling priorities</td></tr><tr><td>Bio-based plastics designed to replicate the properties of fossil-based plastics while being recyclable</td><td rowspan="4">Drop-in plastics: niche innovations that preserve existing practices while addressing environmental concerns</td></tr><tr><td>A niche market and a weakly incentivizing regulatory framework</td></tr><tr><td>High-cost plastics as a barrier to adoption in low value-added markets</td></tr><tr><td>Environmental incentives and marketing strategies driving the adoption of drop-in plastics</td></tr><tr><td>An innovative technological process driven by petrochemical companies and recyclers to capture new markets</td><td rowspan="4">Chemical recycling: niche innovations that preserve the status quo of the value chain</td></tr><tr><td>Chemical recycling: between closed-loop ambitions and environmental costs</td></tr><tr><td>Fragile profitability and a technology still in the industrialization phase</td></tr><tr><td>Enzymatic recycling as a less energy-intensive process compared to other chemical recycling methods</td></tr></tbody></table>
## 4. Results :

### The destabilization of the sociotechnical system of plastic packaging industry

<figure><img src="image_16.png" /></figure>
<figure><img src="image_17.png" /></figure>

## 4.1. Results

# Niche innovations : symbiotic or non-symbiotic with the sociotechnical system?

<table><thead><tr><th rowspan="2">Dimensions of the sociotechnical system<br>(Geels, 2002; 2004, 2019; Schot & Geels, 2008)</th><th colspan="2">Product innovations (bio-based plastics)</th><th>Process innovations</th></tr><tr><th>Novel bio-based plastics<br>(<u>distinct</u> chemical structure from that of petro-based plastics)</th><th>Drop-in<br>(<u>same</u> chemical structure as petro-based plastics)</th><th>Chemical and enzymatic recycling</th></tr></thead><tbody><tr><th scope="row">Dominant technological artefacts</th><td><strong>Low degree of compatibility</strong></td><td><strong>High degree</strong></td><td><strong>High</strong></td></tr><tr><th scope="row">Structure and strategies of the industry</th><td><strong>Low</strong></td><td><strong>High</strong></td><td><strong>High</strong></td></tr><tr><th scope="row">User practices and markets</th><td><strong>Low</strong></td><td><strong>High</strong></td><td><strong>High</strong></td></tr><tr><th scope="row">Policies and regulations</th><td><strong>Low</strong></td><td><strong>High</strong></td><td><strong>High</strong></td></tr></tbody></table>

Depending on their level of compatibility, each innovation will impact the supply chain and its BM differently
<figure><img src="image_18.png" /></figure>

## 4.2. Résultats (1/3) :
Business models innovation in the plastic packaging industry

Emergence of radical innovations and the destabilization of the plastic packaging industry

<figure><img src="image_19.png" /><figcaption>Fig. 2: Business model innovation in the plastic packaging supply chain in France</figcaption></figure>
<figure><img src="image_20.png" /></figure>

## 4.2. Results (2/3)
Innovation in incumbents' BMs

* BMs **diversify** by integrating **niche innovations in symbiosis** with the system

* BMs transform by integrating **incremental innovations** (For ex. recyclable packaging incorporating recycled materials)

<table><caption>Table 3. Added value proposition of petrochemical companies and recyclers.</caption><thead><tr><th colspan="2">Petrochemical companies</th></tr></thead><tbody><tr><th scope="row">Traditional offering</th><td>Production of polymers from naphtha</td></tr><tr><th scope="row">Innovative offering</th><td><ul><li>Drop-in plastics</li><li>Recycled plastics (chemical recycling via pyrolysis and mechanical recycling)</li></ul></td></tr></tbody><thead><tr><th colspan="2">Recyclers</th></tr></thead><tbody><tr><th scope="row">Traditional offering</th><td>Mechanically recycled plastics</td></tr><tr><th scope="row">Innovative offering</th><td>Chemical recycling in partnership with petrochemists</td></tr></tbody></table>
<figure><img src="image_21.png" /></figure>

<figure><img src="image_22.png" /></figure>

## 4.2. Résultats (3/3) :

# Emerging BMs: innovative value creation

* Zoom in on plastic manufacturers emerging BM— why and how they are innovative, especially when compared to incumbent plastic manufacturers

<table><thead><tr><th colspan="2">Emergent plastics manufacturers</th></tr></thead><tbody><tr><th scope="row">Value creation components</th><td></td></tr><tr><th scope="row">Value proposition</th><td>Novel bio-based plastics</td></tr><tr><th scope="row">Key resources:</th><td><ul><li>Renewable feedstocks (sugars, starches) derived from biomass</li><li>Advanced R&D specialized in bio-based chemistry</li><li>Expertise in eco-design</li><li>CSR credentials</li></ul></td></tr><tr><th scope="row">Key activities:</th><td><p><strong>Commitment to the circular economy</strong> (include circular economy practices such as life-cycle analysis, toxicity rate, and assessment of the circularity of materials)</p><p><strong>Field trials</strong> (in partnership with FMCGCs) to test and validate the performance of their bio-based granules.</p><p>This allows them to <strong>co-innovate with clients</strong> and build trust — a key asset in a market still dominated by fossil-based plastics.</p></td></tr></tbody></table>

**It's not just about new materials**
They rethink value creation through collaboration, sustainability and not just through product R&D.

<caption>**Table 2. Value creation of emerging BMs of plastic manufacturers**</caption>
<figure><img src="image_23.png" /></figure>

# 5. Conclusion (1/2)

## An incremental transition to sustainability

**Incumbents BMs :**

* Incremental transformation for sustainability

* Diversification (symbiotic niche innovations)

<figure><img src="image_24.png" /></figure>

<figure><img src="image_25.png" /></figure>

**Emergent BMs :**

* In competition with the existing system

<figure><img src="image_26.png" /></figure>

Minimize disruptions to the existing system

5 novel bio-based plastic manufacturers
in France

<figure><img src="image_27.png" /></figure>

Incremental transition

<figure><img src="image_28.png" /></figure>

Radical transition

Business models shaped by transition dynamics and
driving system transition
<figure><img src="image_29.png" /></figure>

# 5. Conclusion (2/2)

## Theoretical contributions and managerial contributions

### Theoretical contributions

<figure><img src="image_30.png" /></figure>

**Linked business model and transition theory**

- The active role of BMs in transitions

<figure><img src="image_31.png" /></figure>

**Systemic approach in business model innovation**

- Considering interactions of the three levels

### Managerial and policy recommendations

<figure><img src="image_32.png" /></figure>

**Higher level of circularity**

- Engage the entire supply chain

- Value co-produced

<figure><img src="image_33.png" /></figure>

**Regulatory compliance doesn't necessarily guarantee optimal environmental impact**
Thank you!
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