Sep 2026· Business Strategy and the Environment· 0 citations· 46 references
Abstract
The transition to a circular economy requires organisations to move beyond sustainability commitments and embed circular principles into daily operations. Yet little is known about how this occurs in resource‐constrained contexts such as startups and small organisations. This paper addresses this gap by examining how circular economy strategies can be operationalised through integrated management systems (IMSs) using a dynamic capabilities perspective. Drawing on an exploratory case study of a university startup, the study develops a theoretically grounded IMS design that supports sensing, seizing and reconfiguring circular opportunities. Building on the integration logic of ISO 9001, ISO 14001 and ISO 45001 and aligning with ISO 59004 principles, the findings show how quality, environmental, safety and circularity objectives can be integrated within a coherent organisational architecture. By conceptualising IMS as an enabling infrastructure for dynamic capabilities, the study shifts attention from normative frameworks to implementation mechanisms and offers a transferable design logic for startups pursuing circularity.
Construction supply chains are pivotal to circular economy transitions but remain structurally fragmented, limiting the scalability of resource-efficient solutions. At the same time, digital technologies and life cycle assessment are often deployed in isolation, constraining their ability to enable system-level circula...
Facilities management (FM) regulates the most resource-intensive and longest stage of the built environment lifecycle but is peripheral within the theory of circular economy (CE). The study aims to build a conceptually rich theoretical framework of how the principles of CE can be systematically incorporated in FM p...
The transition to a circular economy requires firms to mobilize organizational capabilities that redesign how value is created, delivered, and captured. Although Circular Business Model Innovation (CBMI) has emerged as the central operational mechanism for circular transformation, the capability stack that triggers C...
Hao-Wen Li, Li-Kun Ni, Varun Chotia et al.· Business Strategy and the En...· 0 citations
This review examines how digital technologies support circular-economy adoption at the firm and organizational levels and integrates dynamic capabilities theory with the natural-resource-based view and institutional theory to distinguish internal capability development from external constraints.
Wen-Bin Su, Woojin Yoon· Journal of Theoretical and A...· 0 citations
The transition to a circular economy has become a defining economic imperative, yet the global
circularity rate has fallen rather than risen, revealing a persistent gap between ambition and firm
level realisation. Part of this gap is infrastructural: conventional management accounting was
designed for a linear model...
Hợp Thị Phạm, Thu Huyen Tran· INTERNATIONAL JOURNAL OF SOC...· 0 citations
Social innovation (SI) is increasingly recognised as an important enabler of circular economy (CE) transitions. However, existing research offers limited explanation of the processes through which SI operationalises CE principles, as SI and CE have largely evolved in parallel and existing conceptualisations remain pr...
