The management of offshore platforms at the end of their production phase is a complex issue for technological, socioeconomic, ecological and safety reasons. The decommissioning or reconversion of offshore platforms in the context of a circular economy (CE) will lead to new knowledge acquisition, changing values and changing behaviours towards sustainability consistent with the ‘new’ business objectives. Multiuse platforms at sea (MUPSs) represent an interesting solution for development of marine infrastructures, including areas in which to start and develop various creative economic activities that are in harmony with the needs of environmental protection including renewable energy, sea shellfish farming, decarbonisation plants, tourism, and recreation. Particularly, the research activity focused on a deep literature review of offshore platform decommissioning and sustainable business model (SBM) in a CE context. This allowed us to access the sustainable business model canvas (SBMC), a conceptual tool that represents a holistic view of the different managerial multiuse options and their social and environmental impacts. Besides, to test the SBMC, we adopt an empirical analysis by semi‐structured questionnaires given to a sample of stakeholders in the decommissioning industry. The methodology was enriched by interviews with key informants to better investigate the business ecosystem and the feasibility of decommissioning applied to the case of an Italian offshore platform located in the Adriatic Sea. This article aims to contribute to supporting SBMs development following a holistic approach in relationship with all stakeholders and propose a multi‐criteria decision‐making analysis for evaluating and comparing alternative decommissioning options.

The growing complexity of environmental challenges has progressively led to the emergence of Sustainable Business Models (SBMs) able to embed economic, environmental, and social flows in a unified value network. All sectors are demanding innovative and sustainable solutions, including the oil and gas industry, which aims to address the issues about the decommissioning of offshore platforms. However, although the relevant literature highlighted the potentialities related to a multi-reuse of these structures, the effect of Sustainable Decommissioning (SD) on macro-environmental factors is still an open question. Based on these considerations, this study follows a Political, Economic, Social, Technological, Legal, and Environmental (PESTLE) analysis according to semi-structured interviews conducted with oil and gas key informants and stakeholders in the Italian context. The results of the analysis can provide a novel thinking for addressing the challenges related to a sustainable decommissioning of offshore platforms and shed light on the importance of synergistic efforts by local entrepreneurship and institutional arrangements to combine economic and environmental sustainability with social needs. This paper can contribute to the emerging field of sustainable business models related to the decommissioning of offshore platforms and suggests avenues for future research.

Purpose: This research aims to fill the research gaps regarding customer preferences for digitalisation to create value for retailers and customers, as well as focus on retail change and shopping behaviour in grocery retail stores in the emerging market. Design/methodology/approach: This paper contributes to the research in this area by evaluating customers' and retailers' attitudes towards digital transformation in retailing through interviews. Methodologically, 200 questionnaires were gathered, and data were analysed with the partial least squared structural equation modelling method. Findings: The findings of this study reveal that the effect of digital transformation in the retail industry will be more apparent in an emerging market. Originality/value: The paper's originality consists in understanding the future retail structure in an emerging market. Notably, focussing on business-to-consumer businesses appears helpful in distinguishing between behavioural (buying) intention and online buying behaviour (actual usage) in an emerging market.

Circularity has emerged as a pivotal concept in the realm of sustainable resource management and business operations. Resource exhaustion and environmental degradation propelled by globalization and the culture of consumerism have intensified the focus on the concept of the circular economy around the world. Nevertheless, the evaluation and quantification of circularity achievements remain uncommon in corporate practices. This article employs a systematic literature review to delve into circularity measurements in the managerial life cycle. Key approaches emerging from the academic literature are examined, including life cycle costing, life cycle assessment, life cycle cost–benefit, life cycle benefit analysis, and life cycle sustainability assessment. The review seeks to offer a comprehensive overview of the methodologies employed to assess circularity in corporate processes, highlighting current challenges and opportunities for effective implementation. We adopt a conceptual model of sustainable and circular life cycle management based on specific performance indicators that allow the environmental, social, and economic impact of processes to be assessed throughout the life cycle of products or services. The implementation of Sustainable and Circular Life Cycle Management from a managerial perspective could support firms to eradicate and quantify waste, preserve the inherent value of products and materials, encourage the adoption of renewable energies, and eliminate harmful chemicals.