ABSTRACT
Adaptability of the building stock is one of the key attributes for resilience in the built environment. This chapter introduces circular thinking as a source of solutions to disruption in the built environment. Retaining value that has already been created is an effective circular strategy. In the built environment context, retaining value tied to the existing building stock not only conserves cultural heritage, but also significantly reduces the environmental impact. We introduce four cases of circular responses to disruption in the built environment, two cases from Sweden, one from Finland, and one from the Netherlands. We use business model concepts as a lens to analyse our cases. Sustainable business models should not only deliver economic value, but also value to the environment and society. Several patterns may be detected from the case descriptions. First, while the social and environmental benefits of all cases are evident, the economic gain is not as clear. Second, it seems that a resilient built environment is a shared built environment. Finally, all cases have a focal actor who has been crucial for its success. We conclude that circular business model thinking could offer solutions for resilience, when focused on retaining value in the system.
