TY - JOUR
T1 - A dynamic capabilities perspective on implementing the Circular Transition Indicators
T2 - A case study of a multi-national packaging company
AU - Walker, Anna M.
AU - Simboli, Alberto
AU - Vermeulen, Walter J.V.
AU - Raggi, Andrea
N1 - Funding Information:
This research is part of the CRESTING project, which has received funding from the European Union's Horizon 2020 Research and Innovation Programme under the Marie Skłodowska-Curie grant agreement No 765198. The authors would like to thank Michele Del Grosso, Wen Zhang and Michela Rimano for their continuous support in the pilots and Tomás Santa-Maria for his insights on the dynamic capability perspective.
Funding Information:
This research is part of the CRESTING project, which has received funding from the European Union's Horizon 2020 Research and Innovation Programme under the Marie Skłodowska‐Curie grant agreement No 765198. The authors would like to thank Michele Del Grosso, Wen Zhang and Michela Rimano for their continuous support in the pilots and Tomás Santa‐Maria for his insights on the dynamic capability perspective.
Publisher Copyright:
© 2023 The Authors. Corporate Social Responsibility and Environmental Management published by ERP Environment and John Wiley & Sons Ltd.
PY - 2023/9
Y1 - 2023/9
N2 - The use of life cycle-based assessment has been defined a crucial microfoundation to implement circular business models from a dynamic capabilities perspective. Through a case study of a multi-national packaging corporation in the plastics sector, the application of an industry-developed circularity assessment, the Circular Transition Indicators (CTI), is analysed in two manufacturing locations (Italy and China). The aim is to identify how this life cycle-based assessment can amplify the company's capability to sense, seize and reconfigure its resources. Data were collected from a company placement, interviews, and sustainability reports. The CTI mainly contributed to the sensing microfoundations concerning the company's life cycle-based perspective and the use of environmental management tools. It also proved to complement existing life cycle-based approaches because it does not identify sustainability impacts, but only captures material flows. Furthermore, the results showed how the CTI implementation benefitted from existing microfoundations, such as the strategic collaboration with knowledge partners and previously collected sustainability and process efficiency data. Finally, it was also discussed for which microfoundations the CTI results could be most useful: to improve internal resource management processes and to support external circularity pledges. This paper contributes an empirical example to connect dynamic capabilities with life cycle management literature in a circular economy context.
AB - The use of life cycle-based assessment has been defined a crucial microfoundation to implement circular business models from a dynamic capabilities perspective. Through a case study of a multi-national packaging corporation in the plastics sector, the application of an industry-developed circularity assessment, the Circular Transition Indicators (CTI), is analysed in two manufacturing locations (Italy and China). The aim is to identify how this life cycle-based assessment can amplify the company's capability to sense, seize and reconfigure its resources. Data were collected from a company placement, interviews, and sustainability reports. The CTI mainly contributed to the sensing microfoundations concerning the company's life cycle-based perspective and the use of environmental management tools. It also proved to complement existing life cycle-based approaches because it does not identify sustainability impacts, but only captures material flows. Furthermore, the results showed how the CTI implementation benefitted from existing microfoundations, such as the strategic collaboration with knowledge partners and previously collected sustainability and process efficiency data. Finally, it was also discussed for which microfoundations the CTI results could be most useful: to improve internal resource management processes and to support external circularity pledges. This paper contributes an empirical example to connect dynamic capabilities with life cycle management literature in a circular economy context.
KW - Circular economy
KW - Circularity metrics
KW - Dynamic capability
KW - Life cycle assessment
KW - Life cycle management
KW - Sustainability assessment
UR - http://www.scopus.com/inward/record.url?scp=85150979350&partnerID=8YFLogxK
U2 - 10.1002/csr.2487
DO - 10.1002/csr.2487
M3 - Article
SN - 1535-3958
VL - 30
SP - 2679
EP - 2692
JO - Corporate Social Responsibility and Environmental Management
JF - Corporate Social Responsibility and Environmental Management
IS - 5
ER -
