Understanding Circular and Nature-Inclusive Agricultural Business Models

Carolien Lauwere (), Marie-Jose Smits, Marijke Dijkshoorn-Dekker, Amber Kuipers-ten Brummelhuis and Nico Polman
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Carolien Lauwere: Wageningen Economic Research, Wageningen University & Research
Marie-Jose Smits: Wageningen Economic Research, Wageningen University & Research
Marijke Dijkshoorn-Dekker: Wageningen Economic Research, Wageningen University & Research
Amber Kuipers-ten Brummelhuis: Wageningen Economic Research, Wageningen University & Research
Nico Polman: Wageningen Economic Research, Wageningen University & Research

Circular Economy and Sustainability, 2025, vol. 5, issue 1, 161-192

Abstract: Abstract Sustainable approaches in the agricultural sector are important to addressing problems relating to food security and nutrition around the globe. To obviate these problems, it has become crucial to administer methods of farming that are ecologically compatible, holistic and organic in nature. Dutch farmers are moving towards more sustainable and circular production methods to respond to the various challenges, including biodiversity loss and climate change, whilst maintaining a viable business model. To generate further insight into circular and nature-inclusive or nature-positive agricultural business models (CNABM), we describe a conceptual framework that could help farmers, their advisers and, possibly, funding organisations to identify critical success factors for the implementation of circular and nature-inclusive or nature-positive business models in a qualitative way. The framework was built on a synthesis of existing literature and seven empirical case studies drawing on in-depth interviews. Prior to the case studies, the framework was tested through a desk study focused on sugar-beet cultivation. Based on existing literature and the pilot case on sugar-beet cultivation, we found that three conditions are needed in order to identify these critical success factors. (1) It is important to consider the barriers and drivers in the social and physical contexts within which entrepreneurs involved in such business models operate (‘adoption factors’). (2) Sustainable business models should go beyond delivering economic value and include other forms of value for a broader range of stakeholders. Moreover, attention should be paid to strengths and weaknesses of the business model. (3) Traditional business models (e.g. the business model canvas, or BMC) should be extended to include sustainability-related elements (sustainability impact). The framework proved useful for identifying the business models, along with their vulnerabilities and potential opportunities. Although the framework is meant for use with circular and nature-inclusive or nature-positive agricultural business models, it can be applied to other sustainable agricultural business models as well.

Keywords: Sustainable business models; Nature-inclusive or nature-positive and circular agriculture; Conceptual framework; Critical success factors (search for similar items in EconPapers)
Date: 2025
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DOI: 10.1007/s43615-024-00433-y

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