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A sys ema ic li e a u e e iew o he ansi ion o he ci cula economy in business
o ganiza ions : Obs acles, ca alys s and ambi alences
© 2020 Else ie L d. All igh s ese ed.
Accep ed e sion (Final d a )
Sa ja, Milla; Onkila, Tiina; Mäkelä, Ma ileena
Sa ja, M., Onkila, T., & Mäkelä, M. (2021). A sys ema ic li e a u e e iew o he ansi ion o he
ci cula economy in business o ganiza ions : Obs acles, ca alys s and ambi alences. Jou nal o
Cleane P oduc ion, 286, A icle 125492. h ps://doi.o g/10.1016/j.jclep o.2020.125492
2021
Jou nal P e-p oo
A sys ema ic li e a u e e iew o he ansi ion o he ci cula economy in business
o ganiza ions: Obs acles, ca alys s and ambi alences
Milla Sa ja, Tiina Onkila, Ma ileena Mäkelä
PII: S0959-6526(20)35538-4
DOI: h ps://doi.o g/10.1016/j.jclep o.2020.125492
Re e ence: JCLP 125492
To appea in: Jou nal o Cleane P oduc ion
Recei ed Da e: 7 Ap il 2020
Re ised Da e: 17 No embe 2020
Accep ed Da e: 8 Decembe 2020
Please ci e his a icle as: Sa ja M, Onkila T, Mäkelä M, A sys ema ic li e a u e e iew o he ansi ion
o he ci cula economy in business o ganiza ions: Obs acles, ca alys s and ambi alences, Jou nal o
Cleane P oduc ion, h ps://doi.o g/10.1016/j.jclep o.2020.125492.
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Ti le page:
A sys ema ic li e a u e e iew o he ansi ion o he ci cula economy in business
o ganiza ions: Obs acles, ca alys s and ambi alences
Milla Sa ja (1*), Tiina Onkila (1), Ma ileena Mäkelä (1,2)
(1)
Uni e si y o Jy äskylä
School o Business and Economics
P.O. Box 35
40014 Jy äskylän yliopis o
Finland
(2)
Uni e si y o Jy äskylä
School o Resou ce Wisdom
P.O. Box 35
40014 Jy äskylän yliopis o
Finland
(*) co esponding au ho
[email p o ec ed]
iina.onkila@jyu. i
ma ileena. .makela@jyu. i
Jou nal P e-p oo
A sys ema ic li e a u e e iew o he ansi ion o he ci cula
economy in business o ganiza ions: Obs acles, ca alys s and
ambi alences
Abs ac : The e is a need o a ansi ion om unsus ainable linea business models o a
mo e sus ainable ci cula app oach, called he ci cula economy. To p omo e his need, a
deepe unde s anding o which issues hinde o ganiza ions’ ansi ion o he ci cula economy
and which ones ca alyse i is needed. A sys ema ic li e a u e e iew was pe o med on he
business implemen a ion o he ci cula economy and 69 a icles co e ing he opic we e
ound. The e iew iden i ies di e en ypes o ca alys , obs acles and ambi alen ac o s
in luencing ci cula economy implemen a ion in business. This s udy con ibu es o esea ch
on ci cula economy implemen a ion a business o ganiza ions by p o iding unde s anding on
he ole o hese ac o s in suppo ing o hinde ing he change. This s udy also opens
discussion on ambi alen ac o s ha in ce ain con ex s can ac as a ca alys o and in o he s
as a hind ance o ci cula economy. This unde s anding u he enables iden i ica ion o he
o igins o hese di e en ypes o ac o s, especially conce ning hei in ao ganiza ional o
in e o ganiza ional ole. The s udy u he iden i ies gaps o be s udied in u u e esea ch.
Keywo ds: ci cula economy, business ansi ion, ca alys s, obs acles, sys ema ic li e a u e
e iew
1 INTRODUCTION
The e is a g owing ecogni ion ha he cu en linea model o ou economy is highly
unsus ainable, and we need o mo e o wa d wi h a sus ainable way o conduc ing business
and gene a ing weal h. A mo e sus ainable model, called he ci cula economy (CE), whe e
esou ces a e ci cula ing in he economy and socie y (Ellen MacA hu Founda ion 2017;
Ghisellini e al., 2016) is seen as a iable op ion o eplace he linea model. Acco ding o he
Eu opean Union, CE is a model ‘whe e he alue o p oduc s, ma e ials and esou ces is
main ained in he economy o as long as possible, and he gene a ion o was e minimised’
(Eu opean Commission, 2018, 1).
The impo ance o he ansi ion owa ds CE has been ealized on he go e nmen al le el. Fo
example, in 2015, he EU p oposed a Ci cula Economy Ac ion Plan (EU, 2015) in which 54
ac ions we e conside ed as being me o implemen ed in 2019 (EU, 2019). In 2016, Finland
cons uc ed i s own oad map o becoming a global leade in he CE (Si a, 2016). The CE
was also no ed as one o he key p ojec s o he p e ious go e nmen in Finland (P ime
Minis e ’s O ice, 2015).
The CE is a no el app oach, s ill in i s de elopmen phase (Ghisellini e al., 2016), and i
equi es ebuilding and es uc u ing ou p ocesses and sys ems, so ha he e is e ec i eness,
esou ce in ellec and a suppo ing in as uc u e in place. I also needs socie al accep ance,
in ol emen o all ac o s, and ope a ional as well as echnological modi ica ions o lou ish.
P io esea ch has ound ha he e is s ill heo e ical and p ac ical ambigui y on he concep
and p inciple o CE (Geissdoe e e al. 2017; Kalmyko a e al. 2018) and, howe e , despi e
Jou nal P e-p oo
his ambigui y, i seems ha he concep has mul iple links wi h he idea o he concep o
sus ainabili y (Geissdoe e e al. 2017).
Reike e al. (2018) p opose ha , on he basis o hei li e a u e e iew, he concep o he CE
has e ol ed h ough h ee s ages. In he i s s age (1970–1990s), called CE 1.0, he concep
conce ned wi h dealing wi h was e. The main idea a his ime was ha one should no jus
dump was e bu ind ways o manage and ecycle i . The second s age (1990s–2010), CE 2.0,
is labelled by Reike e al. (2018) as ‘connec ing inpu and ou pu in s a egies o
ecoe iciency’. The li e a u e uses concep s such as li e cycle hinking, indus ial ecology and
design o en i onmen . The emphasis is on companies p o i ing om sol ing en i onmen al
p oblems. The hi d s age (2010–), CE 3.0, ocuses on ‘maximizing alue e en ion in he age
o esou ce deple ion’. Reike e al. (2018) highligh ha he di e ence in he hi d phase in
compa ison o o he s ages is ha a closed-loops app oach is no applied only in
geog aphically close a eas bu in whole supply chains. In addi ion, s akeholde s (such as
supplie s, consume s, NGOs and go e nmen s) a e widely in ol ed in he CE p ocess. The
hi d new aspec in CE 3.0 is he ocus on business models and ins ead o jus ocusing on
echnical aspec s, co e s also he cul u al aspec s o an o ganiza ion. Reike e al.’s (2018)
wo k add esses impo an aspec s on he de elopmen o he concep o CE and ela ed
discussion.
Fu he mo e, mul iple CE- ela ed li e a u e e iews ha e been conduc ed. The p e ious
li e a u e e iews can be di ided in o h ee boa d ca ego ies. Fi s ca ego y consis s o he
e iews o concep o CE (e.g. Ki chhe e al. 2017, Kalmyko a e al. 2018, Schöggl e al.
2020). Second ca ego y a e he c oss-cu ing e iews ha e iew he whole academic
li e a u e on CE. Fo example, Me li e al. (2018) s udied he ocuses schola s ha e aken in
CE esea ch and iden i ied h ee main ocus a eas: social and economic dynamics a he
mac o and adminis a i e le el, i m ci cula p ocess implemen a ion and ela ed
consump ion and p oduc design a he mic o le el and indus ial symbiosis a
he meso le el. Howe e , he e iews in hese ca ego ies lack de ailed unde s anding o
he in luences o change a he mic o le el, whe e he conc e e CE changes
a e implemen . Thi d ca ego y a e he mo e ocused e iews. This is he ca ego y, whe e also
he cu en e iew con ibu es o. The mo e ocused e iews ha e a ge ed mul iple di e en
con ex s. Fo example, Sassanelli e al. (2019) ocused on e iewing CE assessmen me hods
and de eloped a amewo k o assessing and measu ing CE a he mic o le el. Camacho-
O e o e al. (2018) e iewed consump ion ela ed CE esea ch and iden i ied a ocus on
ac o s d i ing and hinde ing consump ion o CE-based p oduc s. Fu he mo e, Masi e
al. (2017) did a sys ema ic e iew o supply chain con igu a ions in he CE a he meso le el
and iden i ied how di e ences in CE de ini ions lead o agmen ed esea ch s eams. De
Jesus e al. (2018) e iewed he ole o eco-inno a ions in CE a he mac o, meso and mic o
le els and showed ha he ansi ion o CE equi es speci ic, eco-inno a ion-based
solu ions. These mo e ocused e iews a e able o p o ide in e es ing esul s by zooming in o
a pa icula con ex . Howe e , unde s anding changes wi hin all ypes o o ganiza ions is s ill
la gely agmen ed a ound esea ch and jou nals. Changes a he o ganiza ional le el a e,
howe e , one o he impo an pe quisi es o he change, because CE ansi ion is no limi ed
o speci ic coun y, indus y o supply chain con ex s and hese in luence each o he .
Al hough Cen obelli e al. (2020) e iewed how business models can be designed o i
ci cula economy p inciples, a sys ema ic unde s anding o CE- ela ed change ca alys s and
obs acles a he mic o le el, meaning he o ganiza ional o i m le el, is s ill missing.
Jou nal P e-p oo

The li e a u e on CE implemen a ion a he o ganiza ional le el has discussed he issues in
e y di e en con ex s. Fo example, echnical solu ions such as was e handling and o he
end o -li e (EOL) conside a ions (Nizami e al., 2017; Saidani e al., 2017; Pan e al., 2015)
ha e been co e ed, and only slowly s a ed o conside he business po en ial and possible
business models ha would suppo he CE app oach. The po en ial business models o he
CE model a e conside ed (Lah i e al., 2018; Ran a e al., 2018a; Sousa-Zome a e al., 2018;
S ål and Co ellec, 2018) and he CE de elopmen s o di e en egions a e s udied (Ran a e
al., 2018a; Ran a e al., 2018b). Some au ho s aim o de elop models o CE implemen a ion
o CE business model ansi ion (Lewandowski, 2016; Mendoza e al., 2017). Al hough
esea ch has been conduc ed on CE, i is s ill a di use ield o esea ch.
As a opical issue, we s ill know e y li le abou he CE and i s po en ial in i s cu en o m.
We do know ha being ci cula on mo e han jus a mic oscopic le el equi es la ge-scale
modi ica ions and es uc u ing o di e en ope a ions. The e is s ill a need o u he
esea ch on he ca alys s and obs acles which companies ace when ansi ioning o CE
business, as well as unde s anding how managemen and company pe sonnel can ac o
enable he ansi ion.
P e ious li e a u e has also s udied obs acles and ca alys s o he CE (Ki chhe e al., 2018;
Rizos e al., 2016). Howe e , he app oach in his e iew di e s om hose, as he aim is o
pe o m a sys ema ic li e a u e e iew on he key ca alys s and obs acles in he ansi ion o
he CE om a business o ganiza ion iewpoin . The e iew does no ocus on any pa icula
indus y, bu a he aims o ga he a bi d’s-eye iew o he cu en s a e. This was chosen as a
unc ioning CE demand ha he lines and bo de s o indus ies and na ions a e se aside and
he lows and cycles o ma e ials and knowledge, which a e cen al o CE, a e emphasised. In
his pape , he aim is o unde s and wha issues a e hinde ing he CE ansi ion on a company
le el and wha issues can ac as ca alys s o enable he change. Based on he sense o u gency
o ansi ion o he CE, he e lies he desi e o unde s and why businesses ha e no been mo e
eage o change hei pe o mance. To add ess his issue, he ollowing esea ch ques ions
we e o mula ed: (1) Wha kinds o ca alys s p omo e he ansi ion o he CE? (2) Wha
kinds o obs acles hinde he ansi ion o he CE? The main indings ecapi ula e he cu en
unde s anding o CE esea ch and acknowledge he di use na u e o he p e ious li e a u e.
This s udy con ibu es o he esea ch on CE implemen a ion a business o ganiza ions by
p o iding unde s anding o he ole hese ac o s play in suppo ing o hinde ing he CE
change. This s udy also opens discussion on ambi alen ac o s ha , in ce ain con ex s, can
ac as a ca alys o CE and, in o he s, as a hind ance. This unde s anding u he enables
iden i ica ion o he o igins o hese di e en ypes o ac o s.
The es o he pape is s uc u ed as ollows. The nex sec ion in oduces he esea ch
me hods used in his s udy, explaining how he li e a u e e iew was conduc ed. The indings
sec ion p esen s he esul s and discusses he main ca ego ies in ca alys s and obs acles.
Finally, he discussions sec ion collec s he hough s gene a ed by he a icles and add esses
he de ec s in he da ase .
2 METHOD
2.1 Da a collec ion
Jou nal P e-p oo
To gain insigh s in o he cu en s a e o CE li e a u e, a sys ema ic li e a u e e iew was
conduc ed. Acco ding o Be any-Sal iko (2012, p. 5), “a sys ema ic e iew is a summa y o
he esea ch li e a u e ha is ocused on a single ques ion. I is conduc ed in a manne ha
ies o iden i y, selec , app aise and syn hesize all high quali y esea ch e idence ele an o
ha ques ion.” Se e al au ho s ha e desc ibed he p ocess and he a ious s eps o sys ema ic
li e a u e e iews. In his pape , he au ho s syn hesized he p ocesses o Enge e al. (2016),
Pi away and Cope (2007), Fisch and Block (2018), Danese e al. (2018), Macphe son and
Jones (2010), Co eia e al. (2017) and Popay e al. (2006). In he cu en esea ch, he
sys ema ic li e a u e e iew p oceeded in se en s eps (see Figu e 1) and each s ep is
explained in de ail in below.
Figu e 1. The li e a u e e iew p ocess
The possibili ies o li e a u e o e iew we e conside ed om se e al da abases: Google
Schola , Scopus and Web o Science. Finally, Web o Science and Scopus we e chosen, as
he wo da abases p o ided ex ensi e co e age o he opic, and an in e ace in which a
sys emic sea ch was easy o execu e. Bo h da abases a e also epu able, wi h ep esen a ion o
high-quali y jou nals. Da a collec ion was i s made on Ap il 2019 o sea ch wo d
“business” and an addi ional sea ch was made on Oc obe 2019 o he sea ch wo ds
“en e p ise” and “company.” The ime ange was chosen o co e all ele an a icles om
he da abases up un il he mos ecen ull yea , which was 2018.
As he aim was o s udy ca alys s and obs acles companies expe ienced conce ning he
implemen a ion o CE in hei unc ions, he ollowing sea ch wo ds “business / company /
en e p ise” and “implemen a ion /adop ion” we e used oge he wi h “ci cula economy” o
ind po en ial a icles. The sea ch wo ds did no con ain he posi i e o nega i e aspec s o
CE, as he aim was o ind impa ial con en on he subjec . The sea ch was made in i le,
abs ac , and keywo ds. The sea ch was no limi ed o any pa icula jou nals.
The sea ch gene a ed 193 a icles om Web o Science and 248 a icles om Scopus (see
Table 1 o de ails). The amoun included a numbe o duplica e a icles ha we e gene a ed
du ing he di e en sea ch wo d sea ches wi hin each da ase as well as o e lapping a icles,
which included a icles ha appea ed in bo h he Web o Science and Scopus da ase s. A e
emo ing hese duplica e (108 a icles om Web o Science, and 90 om Scopus) and
o e lapping (4 a icles om Web o Science, and 47 om Scopus) a icles, he o al o
gene a ed a icles was 192.
Table 1. Sea ch wo ds and gene a ed a icles
Numbe o a icles in Web o
Science
Numbe o a icles in Scopus
Sea ch wo ds
Jou nal P e-p oo
ci cula economy AND
adop ion AND business
25
25
ci cula economy AND
adop ion AND en e p ise
6
2
ci cula economy AND
adop ion AND company
11
16
ci cula economy AND
implemen a ion AND business
71
88
ci cula economy AND
implemen a ion AND
en e p ise
21
42
ci cula economy AND
implemen a ion AND company
59
75
G and o al
193
248
Duplica e a icles
wi hin a da abase
108
90
O e lapping a icles be ween da abases
4
47
To al (duplica e and
o e lapping emo ed)
81
111
The gene a ed se o 192 a icles was skimmed so he au ho s could amilia ize hemsel es
wi h he discussed hemes. Du ing his ini ial analysis, i was no iced ha no all he a icles
deal wi h CE change on he o ganiza ional le el. The e o e, c i e ia we e de eloped o
which a icles o include in he e iew and which ones o exclude (see Table 2 o de ails).
The a icles in which he key esea ch hemes we e p esen we e included. I was decided ha
a icles ha did no e lec he esea ch aim we e excluded. Fo example, a icles in which CE
was no a cen al heme, when o ganiza ional o company cen ic iews, o discussion on
ca alys s o obs acles ( om an o ganiza ional iewpoin ) we e no p esen ed in he a icle
we e ejec ed. A icles ha discussed, o example, only go e nmen al iews on CE we e no
included. No we e a icles, whe e he ocus was solely on a speci ic opic (e.g. indus ial
symbiosis) and which included he CE- ela ed aspec s only in associa ion o ano he opic,
such as sus ainabili y. This was chosen so ha CE cen ic issues we e he ac ual con en and
a icles, which discussed o he en i onmen ally iendly e ms, and me ely men ioned CE as
a e m did no p o ide he dep h con en -wise o he e iew. O he exclusion c i e ia
included a icles w i en in a language o he han English, con e ence pape s o book
chap e s, o hose ha equi ed paid access. A e he exclusion c i e ia we e applied, ou o
he 192 a icles, 118 we e le o ho ough eading. Finally, a e ejec ing 49 a icles due o
hei con en no being ele an wi h he esea ch aim, 69 a icles we e ound sui able o he
li e a u e e iew. The co e age pe iod was om 2005 o 2018 ( he dis ibu ion o publica ion
yea s is p o ided in Figu e 2.).
Jou nal P e-p oo
Table 2. Exclusion c i e ia
Exclusion c i e ia
The numbe o a icles
To al a icles a e da a collec ion
192
Exclusion s ep 1 (no access, language ba ie o cos )
32
Exclusion s ep 2 (con e ence pape s, book chap e s)
42
Exclusion s ep 3 (no ele ance wi h esea ch aim)
49
To al a icles included o he e iew
69
Figu e 2. The dis ibu ion o he a icles’ yea s o publica ion
The sea ch was no limi ed o any pa icula jou nals. Howe e , i seemed ha a ew
publica ions occu ed mo e o en: Jou nal o Cleane P oduc ion (17 a icles, 25%),
Sus ainabili y (12, 17%), Resou ces, Conse a ion & Recycling (9, 13%), Managemen
Resea ch Re iew (3, 4%), and o he publica ions (28), mos ly ela ed o indus ial,
enginee ing o echnical issues. All he e iewed a icles and he jou nals a e lis ed in he
Appendix.
2.2 Analysis
The selec ed 69 a icles we e analysed in wo ounds: i s , each a icle was indi idually
analysed o iden i y i s pe spec i es on CE ansi ion in business o ganiza ions. Second, a
hema ic analysis was done o iden i y he obs acles and ca alys s p esen ed in he a icles.
In he i s ound, he au ho s e iewed each a icle o iden i y he heo e ical and
me hodological app oaches applied in he s udy, he key esea ch con ex o con ex s in each
s udy. Conce ning he con ex o he s udy, a en ion was paid o geog aphical and indus ial
le els. The analysis hen p oceeded o o ganiza ional-le el ca alys s and obs acles in he
selec ed a icles. Each a icle was ca e ully ead o iden i y he ac o s ha may be a ca alys
and which ac o s may be obs acles o CE change a he o ganiza ional le el. A his s age o
he analysis, an in e p e a i e pe spec i e was aken, as he ca alys s and obs acles we e no
necessa ily explici ly named as such in he a icles, bu he iew could be in e p e ed om he
indings. This mean ha ca alys s o obs acles we e p esen ed as such by o he simila ypes
o e minology. Fo each selec ed a icle, in o ma ion on he heo y, me hodology, con ex s
and iden i ied ca alys s and obs acles was en e ed in o an analysis able. Each au ho o he
a icle pa icipa ed in his ound o coding: he i s au ho coded 40 a icles, he second
au ho 20 a icles and he hi d au ho 9 a icles. The coding in each case was e iewed by he
i s au ho , and o alida e he coding p ocess, he a icles we e discussed and he coding
p ocesses compa ed. To con i m ha he coding ollowed he same p inciples among he
h ee esea che s, coding was cons an ly discussed oge he and p oblema ic cases we e coded
by mo e han one au ho .
Jou nal P e-p oo
4.2.1 Legisla i e and egula i e aspec s
The amoun o s udies linked wi h his subca ego y was he second la ges , wi h 24% o he
esul s among s udies ca ego ized unde ambi alen ac o s. This ca ego y deals especially
wi h ex e nal ac o s suppo ing and hinde ing CE ansi ion in o ganiza ions depending on
he con ex . The subca ego y consis s o s udies sugges ing ha legisla i e and egula i e
aspec s ha e bo h enabling and hinde ing e ec s on CE implemen a ion. Go e nmen s ha e
he powe o decide on egula ion ha would encou age CE ansi ion. Howe e , e en wi h
go e nmen al s a emen s suppo ing he CE, legisla ion is no upda ed as as as he public
awa eness and business cases de elop. The po en ial o he CE and newly iden i ied op ions
o ac ualize ci cula solu ions ace a numbe o es ic ions, such as when legisla ion has no
conside ed was e as a o m o aw ma e ial.
Mul iple s udies showed how go e nmen s can c ea e a ou able and un a ou able condi ions
o CE ansi ion h ough legisla ion. Fo example, Scheepens e al. (2016) demons a ed how
go e nmen al in ol emen can a ou he de elopmen o en i onmen ally sound businesses
by es ic ing some ac i i ies o he use o unsus ainable op ions, he mo e sus ainable
businesses ha e a ou able posi ioning in he ma ke and egula i e se ing. Simila ly,
go e nmen can os e ansi ion by well-placed subsidies. Fu he mo e, Zam i e al. (2017)
showed how a ou able o un a ou able condi ions in coun y-based egula ions can
s imula e o hinde he adop ion o CE p ac ices in he coun y. Simila ly, De Ab eu and
Ceglia (2018) ocused on he CE implemen a ion in UK wi hin he Na ional Indus ial
Symbiosis P og amme. Thei in e iewees o en men ioned he key ole o legisla ion. The
need o add ess he p oblem o was e (no jus dumping i o he land ill) o igina ed om he
EU equi emen s o limi land ills. In addi ion, he UK go e nmen inc eased land ill axes
and in oduced was e- ecycling a ge s.
No only does egula ion ac agains CE implemen a ion, bu i also seems he e is a lack o
mo i a ing incen i es o pu sue CE ansi ion. Pan e al. (2015), in hei s udy o was e- o-
ene gy (WTE) implemen a ions, obse ed ha legisla ion o he lack he eo can be a ba ie .
I a coun y does no ha e a ision o goals o WTE implemen a ion, companies migh no
in es in i . Legisla ion can also suppo WTE implemen a ion. Pan e al. (2015) poin ou ha
enewable ene gy is conside ed expensi e and, he e o e, i is no always selec ed by he
cus ome s. Thei solu ion is ha ene gy subsidies should be emo ed om ossil uels and
ans e ed o he p oduc ion o enewable ene gy. In hei iew, he ene gy p ice should
e lec he ene gy sou ce ha m o he en i onmen .
4.2.2 Design and echnical aspec s
The amoun o s udies linked wi h his subca ego y was he la ges , wi h 29% o he esul s
among he s udies ca ego ized unde ambi alen ac o s. This subca ego y deals especially
wi h in e nal and in e i m ac o s ha suppo and hinde CE ansi ion in o ganiza ions
depending on he con ex . The subca ego y consis s o s udies sugges ing ha echnical and
design aspec s ha e bo h enabling and hinde ing e ec s on CE implemen a ion. I seems ha
he e is s ill a need o inno a e new echnologies o enable CE implemen a ion and u he
de elop solu ions. Simila ly, i seems ha he e is a lack o mo i a ion o knowledge
hinde ing he design o goods o ci cula i y. Howe e , conside ing he possibili ies in design
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and he end o -li e (EOL) o p oduc s and hei componen s, he en i onmen al and ci cula
po en ial should be u ilized.
Technology can aid in CE implemen a ion and deli e y h oughou he p oduc li ecycle and
supply chain, s a ing om design and p oduc ion o use and EOL, hen e u ning esou ces o
be ecycled ma e ials o new p oduc s. I seems easonable ha new inno a ions and
echnologies a e being de eloped, bu cu en echnologies a e al eady able o execu e many
p ocesses ha could pe o m needed p ocesses o companies implemen ing CE p ac ices.
Despi e his, mul iple s udies showcase he es ic ions on ansi ion because o echnical
sho comings. Fo example, Geisendo and Pie ulla (2018) showed ha one no able obs acle
o CE adop ion in socie ies is ela ed o he need o u he echnological de elopmen . They
conclude ha he cu en echnological s age o socie ies does no ye p o ide enough suppo
o CE adop ion. Simila ly, Pan e al. (2015) no iced ha echnology is one o he main
ba ie s in implemen a ion, when e alua ing he was e- o-ene gy implemen a ion o CE. The
companies could lack he in o ma ion o a ailable echnology. Some echnologies could be
only locally a ailable. In addi ion, i migh be di icul o he companies o selec he sui able
echnology o hem. Ki chhe e al. (2018) suppo ed he iew o limi ed echnological
de elopmen . They no iced ha echnological solu ions we e no he mos es ic ing issue
among in e iewees. Ins ead, i was he sociocul u al ac o s. Technical sho comings we e
men ioned in ela ion o he lack o CE design and emanu ac u ing.
Despi e he iews on limi ed echnical de elopmen , mul iple s udies s essed he impo ance
o design and planning om he li ecycle pe spec i e. Fo example, B essanelli e al. (2018)
s udied digi aliza ion in CE ansi ion. The s udy demons a ed how echnological solu ions
can make a di e ence in all s ages o he p oduc li ecycle. Digi al echnologies can help
signi ican ly in p oduc design, longe li espan as well as EOL solu ions. Technological
p ocesses can be u ilized also in ma ke ing and moni o ing ope a ions. Coope and Hammond
(2018) paid a en ion o he ole o design o ecyclabili y o p oduc s. They sugges ha i
p oduce s make ecycling i ems easy, hen consume s a e much mo e likely o do i . In
addi ion, Khan e al. (2018) s udied li e ime ex ension o p oduc s, pa icula ly
upg adabili y, as a unc ion o he CE. The main challenges we e ecognized in cus ome
p e e ences. To a ac bo h p oduce s and consume s, p oduc s need o gain o s ill con ain
alue, be a ac i e and easible as well as p o i able (Khan e al., 2018).
4.2.3 The impo ance o collabo a ion
The amoun o s udies linked wi h his subca ego y was he hi d la ges , wi h 21% o he
esul s among he s udies ca ego ized unde ambi alen ac o s. I deals wi h in e nal,
in e i m and ex e nal ac o s suppo ing and hinde ing CE ansi ion in o ganiza ions
depending on he con ex . The subca ego y consis s o s udies ha add ess how di e en
ac o s in he alue chain can aid o hinde , in luence o es ic CE inno a ions o changes in
he business-as-usual app oach. I depends on mo e han a company’s size and posi ion in he
alue chain, i hey a e able o ansi ion o he CE also he mo i es and abili ies o he
di e en ac o s ha e an e ec in he ma e . Some companies a e o med a ound an
inno a ion o solu ion, which i sel is based on CE p inciples. The solu ions may be ci cula
o mo e en i onmen ally iendly and hus he smalle ac o is able o con ibu e o he change
as well. Ci cula economy can be ealised wi hin a company o egionally, howe e , o gain
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be e momen um and a global e ec , i equi es la ge ci cles o ac o s. The e o e, di e en
ypes o collabo a ion and pa ne ships a e needed.
E iden ly, ne wo ks a e needed: a unc ioning CE model equi es indi idual ac o s o
pa icipa e in he same cause. Ci cula i y equi es lows in ma e ials bo h ups eam and
downs eam in he alue chain. The e o e, collabo a ion and new pa ne ships a e needed,
because emanu ac u ing and e e se logis ics ha e o be de eloped o enable he CE on a
la ge scale. I seems ha he powe o he cu en linea model, and con inuing wi h he
s a us quo, ails o mo i a e companies o conside he c ea ion o new ne wo ks o
accommoda e CE, as e o s a e no being alloca ed o his cause. Se e al a icles men ion
ha he e is a lack o coope a ion and a lack o a holis ic app oach o CE in he alue chain
(e.g. Ki chhe e al., 2018; Adams e al., 2017). Simila ly, se e al a icles s a e ha alue
chains equi e ele an and unc ioning ne wo ks and coope a ion (e.g. Scheepens e al.,
2016; F anco, 2017). The s udies s ess collabo a ion as a key o CE implemen a ion in
business. Fo example, De Ab eu and Ceglia (2018) no iced a key success ac o o CE
implemen a ion is collabo a ion. Companies need no only o collabo a e wi h o he
companies, bu also wi h o he ypes o s akeholde s, such as cus ome s and au ho i ies. In de
Ab eu and Ceglia’s case, he Na ional Indus ial Symbiosis P og amme helped o ma ch
companies wi h each o he . Wi jes and Lozano (2016) s udied he public p ocu emen p ocess
om he poin o iew o he CE.
They no iced ha he key ac o in success ul CE implemen a ion was collabo a ion. They
concluded ‘ ha collabo a ion be ween p ocu e s and supplie s can lead o educ ions in aw
ma e ial u iliza ion and was e gene a ion, whils p omo ing he de elopmen o mo e
sus ainable business models, hus be e con ibu ing o making socie ies mo e sus ainable’
(42).
4.2.4 Cus ome s and demand
The amoun o s udies linked wi h his subca ego y was 15% o he esul s among s udies
ca ego ized unde ambi alen ac o s. I deals wi h ex e nal in luences suppo ing and
hinde ing CE ansi ion in o ganiza ions depending on he con ex . The subca ego y consis s
o s udies sugges ing ha , as in any business en i onmen , he way cus ome s app oach and
alue he company and i s o e ing is c ucial. In e ms o CE, he e a e bo h posi i e and
nega i e ac o s a ec ing how buye s iew he CE o e ings. This discou ages companies
om in es ing in CE ansi ion, because he bene i s a e unce ain.
A pa icula challenge is o unde s and cus ome p e e ences and he willingness o buy. As
sus ainabili y issues ha e become mains eam, he e is a clea cus ome in e es in mo e
en i onmen al and mo e sus ainable op ions. Howe e , his does no mean cus ome s would
ac on i , because he e is a g ea gap be ween he sus ainabili y in ensions and wha is
ac ually consumed. Fo example, Scheepens e al. (2016) men ion ha due o he highe cos
o sus ainable goods, alue c ea ion and consume -pe cei ed alue is impo an o o e come.
Ran a e al. (2018b) no iced ha consume p e e ences a e s ill ocused on new p oduc s, no
eused o ecycled goods. The e o e, as U bina i e al. (2017) s a ed, consume p e e ence,
habi s and pe cep ions a e s ill issues ha need o be add essed be o e CE op ions can gain
momen um. Thus, cus ome le el unce ain ies con ain issues wi h p oduc quali y and
b eaking o habi s. Conce ns include he iew ha ecycled and eused p oduc s a e s ill seen
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as less du able and hus una ac i e. Fo example, epai ed o emanu ac u ed p oduc s a e
belie ed o no pe o m as well as new ones.
Ano he challenge lies wi h he unknown demand o CE o e ings. The CE ma ke s a e no
ha es ablished, and companies may es he ma ke wi h ce ain pilo s, bu la ge scale
ma ke pene a ion has ye o happen. The demand o CE p oduc s o aw ma e ials can be
low o luc ua ing, which inc eases insecu i ies abou mo ing o wa d. (D’Ama o e al., 2018;
Gaus ad e al., 2018)
4.2.5 Companies exis ing knowledge and lea ning
The amoun o s udies linked wi h his subca ego y was he smalles , wi h 11% o he esul s
among he s udies ca ego ized unde ambi alen ac o s. I deals wi h in e nal ac o s
suppo ing and hinde ing CE ansi ion in o ganiza ions depending on he con ex . The
subca ego y consis s o s udies in which knowledge and lea ning is men ioned as one o he
c ucial aspec s o CE implemen a ion, and lack o knowledge and lea ning hinde he
ansi ion. Any ype o implemen a ion o change equi es compe ences and new app oaches,
he e o e he knowledge o indi iduals and co po a ions on en i onmen al and CE issues
enable he ansi ion. I seems ha companies ha e many app oaches o CE, including
esou ce e iciency and was e u ilisa ion (Gaus ad e al. 2018; Nußholz 2017; Ran a e al.
2018b), and he e o e he le el o CE- ela ed knowledge o a company can a y. This does
no , howe e , p e en hem om pe o ming CE o CE- ela ed p ac ices. In some cases, he
companies migh no be awa e ha hese ac ions a e a pa o CE. Ye gaining CE-speci ic
knowledge o expe ience should a ou e ec i e CE implemen a ion.
Mul iple s udies s essed he impo ance o knowledge and unde s anding. Fo example, one
o he main indings o de Ab eu and Ceglia’s (2018) s udy was he key ole o knowledge. In
o de o companies o pa icipa e in CE p ojec s, hey need o ha e knowledge abou simila ,
success ul p ojec s and he necessa y echnology. I a ce ain opic, such as he possibili ies o
ecycle o euse was e in de Ab eu and Ceglia’s case, is new o companies, hey need o know
whe e hey can sea ch o inno a ions o new ways o handle he issues ha a e becoming a
p oblem. I was also s essed ha signi ican lea ning and knowledge sha ing happens in
p ojec s. Fo example, de Ab eu and Ceglia (2018) ocused on he UK’s Na ional Indus ial
Symbiosis P og amme. I was a UK go e nmen -o ganized p ojec o educe was e. The
p ojec was deemed a success, which was enabled by he p ojec ’s na u e. The p ojec
o ganized wo kshops whe e companies could mee o he companies and s akeholde s, lea n
abou success ul was e educ ion p ojec s and ind new collabo a i e pa ne s. The p ojec ’s
na u e also made i possible o isi he companies and ma ch he companies o
collabo a ion.
Mul iple s udies ha e also s essed lack o knowledge as a hinde ing ac o o ansi ion.
Adams e al. (2017) ound ha lack o knowledge kep o ganiza ions om ansi ioning o he
CE. Rizos e al. (2016) men ion ha SME ac o s a e amilia wi h esou ce e iciencies
because hey cons an ly conside how o do mo e wi h less due o limi ed esou ces ( esou ce,
pull, ime, money, knowledge and R&D). The e o e, he SME’s abili y o in en new ways o
conduc hei business despi e limi a ions will impac hei business. Fu he mo e, Sih onen
and Pa anen (2018) s essed ha in e nal change equi es a sha ed unde s anding o CE
e minology wi hin he o ganiza ion, and he lack o such may hinde change.
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4.3 Obs uc i e ac o s
The obs uc i e ac o s ca ego y consis s o ac o s ha ac agains CE and hinde he
ansi ion. These ac o s may p o oke nega i e o posi i e a i udes, bu om he CE
ansi ion iewpoin hey can discou age o obs uc he ansi ion o ci cula business
ope a ions. Thus, hese ac o s we e seen in he e iewed li e a u e o ha e a hinde ing ole in
CE ansi ion.
4.3.1 Unce ain y o expec a ions and ou comes
The amoun o s udies linked wi h his subca ego y was he second la ges , wi h 37% o he
esul s among he s udies ca ego ized unde obs uc i e ac o s. This subca ego y deals wi h
in e nally expe ienced bu ex e nally in luenced ac o s hinde ing CE ansi ion in
o ganiza ions. The subca ego y consis s o s udies in which unce ain y and con usion is
ela ed o expec a ions and ou comes o CE. This in luences on se e al le els and among
di e en ac o s. On a company le el, unce ain y may a ec business decisions and long- e m
a ge s: in es men s and esou ces o CE ansi ion a e econside ed and holis ic change
owa ds CE is a oided. The s udies show ha companies s uggle o unde s and CE business
po en ial and business models on a g ea e scale. As he CE model is ela i ely no el in his
o m, he e is li le da a o examples o show he bene i s o CE in he longe e m. Mo eo e ,
i seems ha companies ha apply CE h oughou hei ope a ions a e small ac o s o
companies ounded on CE p inciples, so he e a e ew ele an e e ence poin s. Companies
ha e been able o implemen pa ial CE p ac ices o unc ions, bu a la ge-scale CE model
would equi e bo h in e nal and ex e nal ac o s o commi and ac in a new way. Due o he
lack o e e ence poin s, companies lack he cou age o change. Fo example, Lah i e al.
(2018) demons a ed ha unce ain y cas s he s onges shadow o e CE implemen a ion:
he e is unce ain y om he companies, supply chain ac o s, and cus ome s. Simila ly, he
lack o e e ence poin discou ages companies (Rizos e al., 2016; Bo eza e al., 2018).
Fu he mo e, as he e is a lack o s anda ds o me ics o CE, companies ha e di icul ies in
seeing he bene i s o CE (Adams e al., 2017; S ål and Co ellec, 2018). Heyes e al. (2018)
men ion unclea demand as a high isk ac o , whe e he unp o i abili y o he new sys em
could endange cu en ope a ions. Ano he pa icula cause o unce ain y is he challenge o
unde s and consume p e e ences and he willingness o buy. This discou ages companies
om in es ing in CE ansi ion, because he bene i s a e unce ain (Khan e al., 2018;
Lewandowski, 2016; Mendoza e al., 2017).
Se e al a icles men ioned ha companies we e no con inced ha CE can ac ually bene i
hem (O mazabal e al., 2018) o p o ide a e u n on in es men s (Bo eza e al., 2018). CE
included a ea o cannibaliza ion, which u he inc eases unce ain y among companies
(Nußholz, 2017; Popescu, 2018; B essanelli e al., 2018). The e m cannibalisa ion is used o
desc ibe a scena io, whe e a company ails o make new sales, as hei own p oduc s o he
p oduc s o hei compe i o s las longe in use (e.g. a e mo e du able), so ha cus ome s do
no ha e o eplace hem ha o en. The ac ha goods a e used o a longe ime means ha
companies do no ha e he possibili y o sell ano he p oduc o he same cus ome base ha
as . This a ec s he u u e sales nega i ely. Cannibaliza ion a he momen is seen as a
signi ican h ea , and business models o add ess he issue a e being conside ed, such as
se i iza ion and epai s (Nußholz, 2017; B essanelli e al., 2018).
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4.3.2 Linea economic model embedded
The amoun o s udies linked wi h his subca ego y was he smalles , wi h 20% o he esul s
among he s udies ca ego ized unde obs uc i e ac o s. This subca ego y deals wi h ex e nal
ac o s hinde ing CE ansi ion in o ganiza ions. The subca ego y consis s o s udies in which
i is s essed ha one o he obs acles hinde ing CE implemen a ion is he cu en linea
economic model and he way i is embedded in all aspec s o business. The model has been
de eloped o e decades, so i has had ime o be in eg a ed. Challenging such a mul ile el
s uc u e equi es ime and he e hinking o p ocesses. E en wi h a a ou able en i onmen ,
disassembling he linea model would ake ime. Now ha he e is clea cynicism ega ding
he ele ance o he CE, i will ake much mo e o ci cula i y o ind i s place and s a
g owing s onge . Mul iple a icles men ioned he cu en linea model as he main hind ance
o CE ansi ion (e.g. Ran a e al., 2018b; S ål and Co ellec, 2018; F anco, 2017). Ki chhe
e al. (2018) ound ha in some cases i gin aw ma e ials we e less expensi e han ecycled
ma e ial, and Masi e al. (2017) men ion ha egula ion a ou s he linea model in, o
example, axes and ma e ial p ices.
Cu en ly, mos p ocesses a e suppo ed by egula i e and habi ual p ac ices, so ha he linea
model can h i e. I ex ends om aw ma e ial pu chasing o he way design is conside ed,
business is conduc ed and ci izens a e consuming goods. Finally, i has been well
demons a ed in he way goods a e disposed o and o go en. Thus, his main enance o he
linea model is linked o mul iple o he hinde ing ac o s. Fo example, Flo es e al. (2018)
s essed ha he e a e mul iple ba ie s ha s ill need o be o e come in o de o adop he
CE. Acco ding o hem, hese obs acles include he hu dles o op-down implemen a ion, low
a ailabili y o esou ces, p io i iza ion o sho - e m esul s and he lack o en o cemen o he
‘pollu e pays’ p inciple and he dominance o he linea model o wa e sys ems.
4.3.3. Sho age o esou ces
The amoun o s udies linked wi h his subca ego y was he la ges , wi h 43% o he esul s
among he s udies ca ego ized unde obs uc i e ac o s. This subca ego y deals wi h bo h
in e nal and ex e nal ac o s hinde ing CE ansi ion in o ganiza ions. The subca ego y
consis s o s udies in which esou ce sho age is s essed as hinde ing CE ansi ion a he
o ganiza ional le el. The s udies especially discussed he lack o in as uc u e and inancial
esou ces.
To enable any sys emic change, ha ing in as uc u e in place o suppo he sys em is
essen ial. As men ioned p e iously, since cu en p ocesses suppo he linea model, o
accommoda e CE solu ions would equi e modi ying di e en sys ems o ci cula i y. Fo
example, Scheepens e al. (2016) men ion he impo ance o in as uc u e o suppo CE o
sus ainable business models in gene al. The de elopmen o such an in as uc u e o en
equi es go e nmen al suppo . Fu he mo e, hey desc ibed how echnological solu ions
migh no ge u ilized i he in as uc u e o use i e ec i ely is no de eloped. This iew was
suppo ed by Mendoza e al. (2017), as hey s essed he ha dship o sys emic o
sys ems hinking change. I was men ioned ha unc ioning in as uc u e equi ed, among
o he hings, he a ailabili y o ecycled ma e ials and an unde s anding o he equi ed
supply chain model wi h e e se logis ics. Mo eo e , Gaus ad e al. (2018) and S ål and
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Co ellec (2018) men ion he impo ance o exis ing, unc ioning in as uc u e o u he
implemen CE p ac ices.
A lack o inancial in es men s was also seen o hinde he change. To de elop o implemen
new solu ions in one’s cu en business ope a ion, o o de elop a comple ely new ope a ion
always equi es ime and in es men . Thus, CE implemen a ion demands some ype o
in es men om he company o on ex e nal in es men . Fo example, Pan e al. (2015)
iden i ied money as he main obs acle o CE ansi ion. The was e- o-ene gy solu ions we e
deemed as expensi e in es men s. An aspec ha makes his ype o in es men pa icula ly
una ac i e is he s uc u e o he cu en ene gy ma ke , which is domina ed by he la ge,
es ablished ene gy companies. Fu he mo e, Rizos e al. (2016) iden i ied he inancial
in es men s needed in CE ansi ion as capi al, human esou ces and R&D. Mendoza e al.
(2017) also men ioned ha he cos o implemen a ion included cus ome engagemen and
educa ion as well as s a aining. The amoun o needed changes, om s akeholde
engagemen and possible mixed in e es s, o in e nal ope a ion changes demands inancial
inpu s.
In Figu e 3, he iden i ied ca ego ies, subca ego ies and hei amoun s in he e iewed
li e a u e is summa ized. Ambi alen ac o s we e he domina ing main ca ego y in he da a
se . Conce ning subca ego ies, expec ed economic and o he bene i s (ca alys s) and design
and echnical aspec s (ambi alen ac o s) we e he la ges subca ego ies. When conside ing
hese amoun s, i is impo an o no e ha ypically mo e han one subca ego y was p esen in
almos each a icle.
Figu e 3. Iden i ied ca ego ies, subca ego ies and hei amoun s in he e iewed li e a u e
5 DISCUSSION
5.1 S a e o he a
The pu pose o his li e a u e e iew was o p o ide a sys ema ic e iew o ci cula economy
(CE) ansi ion a he mic o le el, meaning CE implemen a ion in he business en i onmen .
Mo e speci ically, he au ho s wan ed o unde s and wha kind o ca alys s p omo e and wha
obs acles hinde he ansi ion owa ds he CE. The e iew iden i ied di e en ypes o
ca alys s, obs acles and ambi alen ac o s in luencing CE ansi ion a he i m le el.
Ca alys s p omo e and suppo he ansi ion, bu companies also ace obs acles in he change.
Ambi alen ac o s ha e a dual ole: in ce ain ci cums ances hey can obs uc he
implemen a ion and in o he ci cums ances can p omo e i . Based on he e iew, he concep
o he CE is used in mul iple se ings and he esea ch on i is di use. This could be because
he CE ep esen s a a he no el app oach o doing business. In he da a, jus o e hal o he
published a icles came om 2018. The e iew u he e eals ha companies ha e
ecognized ha he e is a h ea o he business-as-usual app oach. This ecogni ion b ings
hope. I gi es he imp ession ha companies unde s and hei ac ions a e needed in o de o
sol e he global en i onmen al p oblems we a e acing.
This s udy con ibu es o he li e a u e on CE implemen a ion in business o ganiza ions by
p o iding unde s anding on he ole hese ac o s play in suppo ing o hinde ing he CE
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change. This s udy also opens discussion on ambi alen ac o s ha can, in ce ain con ex s,
ac as a ca alys o CE and, in o he s, as a hind ance. This unde s anding u he enables
iden i ica ion o he o igins o hese di e en ypes o ac o s. Based on he e iew, he
iden i ied ca alys s, obs acles and ambi alen ac o s can o igina e om wi hin o ou side o
he company. In e nal ca alys s include he expec ed inancial and o he bene i s as well as
manage ial suppo . Ex e nal ca alys s include he h ea ha a ec s he business-as-usual
app oach. Simila ly, he obs acles can be in e nal and ex e nal. Ex e nal obs acles ela e o he
unce ain y o how he new business app oach is accep ed in he ma ke . The iden i ied
in e nal obs acles a e wo old. The i s is he cu en lineal business model and he eluc ance
o change i o CE business models. The second is he sho age o di e en ypes o esou ces,
ypically money. Ambi alen ac o s ha can ei he hinde o p omo e CE a e o en ex e nal.
Legisla ion is ypically an ex e nal ac o o he company, as is coope a ion wi h he supply
chain and cus ome s. The only clea ly in e nal ac o is he knowledge inside he company.
O en imes, a CE s a -up is di ec ly linked wi h a ailable knowledge: how knowledgeable
a e he manage s abou he CE and i s possibili ies? The same applies o he echnological
ac o : do companies ha e he needed CE echnology knowledge in-house o do hey know
whe e o acqui e i ?
Fu he mo e, he obs acles and ca alys s we e mos o en ela ed o economic, poli ical and
echnological aspec s. Based on he e iew, money seems o be mos impo an ca alys o
CE implemen a ion. The companies expec p o i s when applied o a CE app oach in hei
business. Regula ion was iden i ied as an ambi alen ac o . In cases whe e he na ional
go e nmen has se a ge s o CE implemen a ion, he companies also iden i ied egula ion
as a p omo ing ac o . The opposi e applied in cases whe e companies ope a ed in coun ies
wi h no legisla i e p essu e o adop CE p ac ices. Simila o legisla ion, echnological
aspec s we e seen as an ambi alen ac o . Technology can be a ba ie i echnological
knowledge o p omo e CE is no a ailable o companies. On he o he hand, access o new
inno a ion p omo es CE implemen a ion.
Theo y-wise, i seems ha p e ious s udies on CE implemen a ion we e a he weak. In he
majo i y o he a icles, he heo y sec ion consis ed mainly o a li e a u e e iew o he key
concep s and hei ela ionships o he CE. Rega ding he used me hod, he s udies we e
domina ed by quali a i e app oaches. This is logical, as CE implemen a ion seems o be a
a he new app oach. Quali a i e s udies, including case s udies and p ojec -based s udies, a e
sui able in desc ibing he CE ials and s a -ups a he han, o example, la ge-scale su eys
– assuming ha he e would no be a la ge sample o su ey. Among he p e ious s udies, i
has been ypical ha he con ex has been ei he China o an EU coun y. This is cohe en
wi h he inding o legisla ion as a CE-p omo ing ac o . Bo h China and EU ha e egula ions
o p omo e CE.
CE li e a u e has mainly ocused on echnical possibili ies and solu ions in he pas . This
seems logical as CE has i s o igins in indus ial ecology. In addi ion, he majo i y o he
a icles in he li e a u e e iew we e published in enginee ing- ocused jou nals. CE esea ch
ocus has been on enginee ing, and only ecen ly has i been no iced ha esea ch on issues
such as business po en ial and human aspec s a e also needed. Thus, his ype o esea ch has
no ye been conduc ed ex ensi ely. Li le a en ion has been gi en o he people behind he
needed ansi ion, e en hough i has been men ioned ha manage ial suppo is essen ial
Jou nal P e-p oo
when companies aim o ansi ion owa ds CE solu ions (Masi e al., 2017; Fe ei a e al.,
2017).
The e iew na u ally con ains some limi a ions due o he applied sea ch c i e ia. These
c i e ia p o ided 69 a icles and di e en c i e ia would ha e yielded di e en a icles. Fi s ,
ce ain sea ch wo ds and sea ch s ings we e applied. The selec ed sea ch wo ds desc ibed he
sea ch ocus well om he poin o iew o he au ho s. Second, he sea ch was limi ed o
ce ain da abases. The selec ed da abases we e Scopus and Web o Science, which we e
conside ed o be he op wo academic da abases. Thi d, his e iew ocused only on jou nal
a icles. This appea s o be a common app oach in li e a u e e iews because jou nal a icles
a e conside ed o be mo e high-quali y publica ions in compa ison o con e ence pape s.
Finally, he jou nal a icles needed o be published in English. The au ho s made he
assump ion ha English is he language o science.
5.2 Fu u e esea ch
Based on he esul s and con ibu ions o he s udy, he e a e mul iple gaps ha could be
co e ed by u u e mic o-le el CE esea ch. Based on he cu en li e a u e e iew, h ee
conce ns eme ge abou he p e ious s udies and sugges ions o u u e s eams o esea ch.
Fi s , he e is a lack o s udies on human ac ion and in ol emen , bo h wi hin and be ween
o ganiza ions. Second, he p ojec na u e o CE seems o be neglec ed. Thi d, he heo e ical
and me hodological app oaches o CE implemen a ion s udies should be s eng hened and
di e si ied. These a e discussed in de ail nex .
The e was a clea echnology dominance in he e iewed esea ch, bu he impo ance o
human ac ion was also men ioned. The s udies especially iden i ied he ole o a i udes.
Some s udies ound ha he e is a g owing demand om he cus ome side o mo e
sus ainable p oduc s. Howe e , he e is conce n whe he he mo e sus ainable op ion is as
high quali y as he adi ional op ion. Howe e , li le is said abou he ole o human ac ion in
CE implemen a ion, bo h in ao ganiza ionally as well as in e o ganiza ionally.
In ao ganiza ionally, his calls o mo e esea ch on ac i e change agen s, he con ex s o
hei ac ions, and he esis ance hey ace. Especially in-dep h case s udies, applying heo ies
o human agency and o ganiza ional psychology, a e called o o ill his esea ch gap.
Fu he mo e, na a i e app oaches o success s o ies in CE ansi ion may enable wide
adop ion o CE. La ge su eys among employees, applying, o example, mo i a ion and
social iden i y heo ies, can c ea e unde s anding o how o inc ease in ao ganiza ional
commi men and o e come esis ance o change. In e o ganiza ionally, his calls o mo e
esea ch on in e o ganiza ional engagemen and collabo a ion. To become mains eam, CE
solu ions need accep ance om di e en s akeholde s, and he c ea ion and sus enance o
mul iple new ne wo ks. We need o know how and in which ci cums ances such ne wo ks
may appea , and wha hei hind ances a e. These esea ch ques ions can apply bo h
quali a i e, in-dep h case s udies as well as la ge su eys among key ac o s o such ne wo ks.
In pa icula , di e en applica ions o s akeholde heo y and e iews o such concep s as
us and coope i ion a e use ul in explo ing hese esea ch ques ions.
Many o he p e ious s udies ocused on CE implemen a ion p ojec s. This is a na u al
app oach a his s age because he CE is a new app oach o companies. O cou se, s a -up
p ojec s a e needed in o de o lea n mo e abou CE implemen a ion. Howe e , he p ojec
Jou nal P e-p oo
na u e o CE implemen a ion was no eally discussed in he a icles. The ob ious ques ion is
wha happens a e he p ojec . Because he e iew showed ha he e a e ce ain obs acles o
CE implemen a ion, wha happens when he ex a e o o he p ojec ends? Will he
companies o ge he CE and e e o hei p e ious ways o ope a ing? Fo his eason,
longi udinal s udies on CE implemen a ion would be a pa icula ly ui ul esea ch app oach.
These longi udinal s udies could apply heo ies o wide sus ainabili y changes, such as MLP
heo y. Case s udy app oaches would bes se e such longi udinal s udies, as mul iple da a
sou ces should be applied o p o ide an in-dep h unde s anding. I has been acknowledged
ha esea ch unding is o en sho - e m bu i he cu en global p oblems a e o be sol ed, a
long- e m ocus is needed.
O e all, mo e heo e ical, me hodological, con ex ual and discipline-based igou o CE
implemen a ion s udies a he mic o le el is called o based on his e iew. As sugges ed
abo e, his would especially mean bo h quan i a i e and quali a i e empi ical s udies
applying di e en heo e ical pe spec i es. The e is especially a need o managemen and
o ganiza ional psychology heo is s o engage wi h his opic. Con ex ually, especially CE
implemen a ion in China has ecei ed a en ion, bu also o he coun ies a e ackling he same
change. Thus, i can be sugges ed ha he s udies should be conduc ed in mul iple con ex s,
and mo e speci ically, wi h a mic o-le el ocus a ce ain o ganiza ions and supply chains.
Despi e he ac ha CE- ela ed li e a u e e iews ha e al eady been done, he e is a need o
a leas one mo e sys ema ic li e a u e e iew. The e iew could conside linkages and
in e dependence o he ca alys s, obs acles and ambi alen ac o s ha ha e been iden i ied in
his s udy. This would p o ide g ea e unde s anding on how such ac o s shape he CE
implemen a ion in business and how hey in e ac .
5.3 P ac ical implica ions
In Figu e 3, he h ee main ca ego ies, ca alys ac o s, ambi alen ac o s, and obs uc i e
ac o s, a e colou coded o ep esen he di e ence be ween he ca ego ies in e ms o he
equi ed changes and he expec ed esis ance o di icul ies in making hose changes. The
mos posi i e was coded g een, he mo e demanding yellow and he mos challenging ed in
ela ion o CE implemen a ion in business. The coding is u he explained below.
The g een ca ego y consis s o ca alys ac o s, which companies should be able o encoun e
on hei own, wi hou he conside able pa icipa ion o o he ac o s. The subca ego ies discuss
ac o s, which a e al eady posi i ely cha ged, and companies should be able o ind hese
issues as a he a ou able addi ions o hei ope a ions. The e o e, i is mo e likely ha
companies mainly need o unde s and he po en ial bene i s o hese ac o s and, when
emphasized, hey a e hen mo i a ed o pu sue hose hemsel es. This does need e hinking
and es uc u ing wi hin he company, bu i does no necessa ily equi e la ge-scale e o s.
The yellow ca ego y consis s o ambi alen ac o s, which a e o e whelming o companies
o add ess on hei own. Howe e , wi h join e o s hey can be eased and pe haps e en
sol ed. Wi h hese ac o s, companies do need eassu ance and mo e p oo as well as suppo
om ex e nal ac o s, so ha hey ha e mo e con idence and a mo e ac i e ole in he CE
ansi ion. Addi ionally, his ca ego y encompasses b oade socie al elemen s, so he bene i s
a e no solely o single companies o u ilise. Simila ly, when changed, hey a ec la ge
sys ems, which equi es es uc u ing o en i ies la ge han any single company and i s
in e nal ac ions. E en hough, he yellow ca ego y ac o s demand mo e inpu , i is
ecommended ha companies pa icipa e in hese a eas. Being in ol ed in he o mula ion o
Jou nal P e-p oo
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APPENDIX
Table A.1
All included a icles o he e iew in o de o amoun s pe jou nal
Jou nal o Cleane P oduc ion
1 Acke mann, L. Mugge, R., Schoo mans, J. 2018. Consume s' pe spec i e on p oduc ca e: An explo a o y s udy o mo i a o s, abili y ac o s, and igge s. J.
Clean. P od. 183, 380-391. DOI: 10.1016/j.jclep o.2018.02.099.
2 F anco, M.A. 2017. Ci cula economy a he mic o le el: A dynamic iew o incumben s’ s uggles and challenges in he ex ile indus y. J. Clean. P od. 168,
833-845. DOI: 10.1016/j.jclep o.2017.09.056.
3 Ghisellini, P., Cialani, C., Ulgia i, S. 2016. A e iew on ci cula economy: he expec ed ansi ion o a balanced in e play o en i onmen al and economic
sys ems. J. Clean. P od. 114, 11-32. DOI: 10.1016/j.jclep o.2015.09.007.
4 Heyes G., Sha mina M., Mendoza J.M.F., Gallego-Schmid A., Azapagic, A. 2018. De eloping and implemen ing ci cula economy business models in
se ice-o ien ed echnology companies. J. Clean. P od. 177, 621-632. DOI: 10.1016/j.jclep o.2017.12.168.
5 Khan, M.A., Mi al, S., Wes , S., Wues , T. 2018. Re iew on upg adabili y - A p oduc li e ime ex ension s a egy in he con ex o p oduc se ice sys ems. J.
Clean. P od. 204, 1154 -1168. DOI: 10.1016/j.jclep o.2018.08.329.
6 Me li, R., P eziosi, M., Acampo a, A. 2018. How do schola s app oach he ci cula economy? A sys ema ic li e a u e  e iew. J. Clean. P od. 178, 703-722.
DOI: 10.1016/j.jclep o.2017.12.112
7 Me li, R., P eziosi, M. 2018. The EMAS impasse: Fac o s in luencing I alian o ganiza ions o wi hd aw o enew he egis a ion. J. Clean. P od. 172, 4532-
4543. DOI: 10.1016/j.jclep o.2017.11.031.
8 O mazabal, M., P ie o-Sando al, V., Ruga-Leal, R., Jaca, C. 2018. Ci cula economy in Spanish SMEs: challenges and oppo uni ies. J. Clean. P od. 185, 157-
167. DOI: 10.1016/j.jclep o.2018.03.031.
9 Pan, S-Y., Du, M. A., Huang, I.-T., Liu, I-H., Chang, E-E., Chiang, P.-C. 2015. S a egies on implemen a ion o was e- o-ene gy (WTE) supply chain o
ci cula economy sys em: A e iew. J. Clean. P od. 108, 409-421. DOI: 10.1016/j.jclep o.2015.06.124.
10 Pa k, J., Sa kis, J., Wu, Z. 2010. C ea ing in eg a ed business and en i onmen al alue wi hin he con ex o China’s ci cula economy and ecological
mode niza ion. J. Clean. P od. 18(15), 1494-1501. DOI: 10.1016/j.jclep o.2010.06.001.
11 Ran a, V., Aa ikka-S en oos, L., Mäkinen, S.J. 2018a. C ea ing alue in he ci cula economy: A s uc u ed mul iple-case analysis o business
models. J. Clean. P od. 201, 9881000. DOI: 10.1016/j.jclep o.2018.08.072.
12 Scheepens, A.E., Vog lande , J.G., B eze , J.C. 2016. Two li e cycle assessmen (LCA) based me hods o analyse and design complex ( egional) ci cula
economy sys ems. Case: making wa e ou ism mo e sus ainable. J. Clean. P od. 114, 257 -268. DOI: 10.1016/j.jclep o.2015.05.075.
13 Sih onen, S., Pa anen, J. 2018. A su ey o pe cei ed p e alence o selec ed en i onmen al opics in p oduc de elopmen , and hei ela ionships wi h
employee's ecological conce n. J. Clean. P od. 199, 1116-1129. DOI: 10.1016/j.jclep o.2018.07.092
14 Sousa-Zome , T., Magalhães, L., Zancul, E., Campos, L.M.S., Cauchick-Miguel, P.A., 2018. Cleane p oduc ion as an an eceden o ci cula economy
pa adigm shi a he mic o-le el: E idence om a home appliance manu ac u e . J. Clean. P od. 185, 740-748. DOI: 10.1016/j.jclep o.2018.03.006.
15 S ål, H.I., Co ellec, H. 2018. A decoupling pe spec i e on ci cula business model implemen a ion: Illus a ions om Swedish appa el. J. Clean. P od. 171,
630- 643. DOI: 10.1016/j.jclep o.2017.09.249.
16 U bina i, A., Chia oni, D., Chiesa, V. 2017. Towa ds a new axonomy o ci cula economy business models. J. Clean. P od. 168, 487-498. DOI:
10.1016/j.jclep o.2017.09.047.
17 Geng, Y., Fu, J., Sa kis, J., Xue, B. 2012. Towa ds a na ional ci cula economy indica o sys em in China: an e alua ion and c i ical analysis. J. Clean. P od.
23(1), 216-224. DOI:  10.1016/j.jclep o.2011.07.005.
Sus ainabili y
Jou nal P e-p oo
1 Bo eza , E.A., Dodescu, A.O., Vădu a, S., Fo ea, S.L. 2018. An Explo a ion o Ci cula Economy P ac ices and Pe o mance Among Romanian
P oduce s.  Sus ain. 10, 3191. DOI: 10.3390/su10093191.
2 B essanelli, G. Ad odega i, F., Pe ona, M., Saccani, N. 2018. Explo ing How Usage-Focused Business Models Enable Ci cula Economy h ough Digi al
Technologies. Sus ain. 10, 639. DOI: 10.3390/su10030639
3 Fonseca, L.M., Domingues, J.P., Pe ei a, M.T., Ma ins, F.F., Zimon, D. 2018. Assessmen o Ci cula Economy wi hin Po uguese O ganiza ions. Sus ain. 10,
2521. DOI: 10.3390/su10072521.
4 Lah i, T., Wincen , J., Pa ida, V. 2018. A De ini ion and Theo e ical Re iew o he Ci cula Economy, Value C ea ion, and Sus ainable Business Models:
Whe e A e We Now and Whe e Should Resea ch Mo e in he Fu u e? Sus ain. 10, 2799. DOI: 10.3390/su10082799.
5 Laka os, E.S., Dan, V., Cioca, L.I., Bacali, L.,Ciobanu, A.M. 2016. How Suppo i e A e Romanian Consume s o he Ci cula Economy Concep : A Su ey.
Sus ain. 8, 789. DOI: 10.3390/su8080789.
6 Lewandowski, M. 2016. Designing he Business Models o Ci cula Economy—Towa ds he Concep ual F amewo k. Sus ain. 8, 43. DOI:
10.3390/su8010043.
7 Liu, C.H., Cô é, R. 2017. A F amewo k o In eg a ing Ecosys em Se ices in o China’s Ci cula Economy: The Case o Eco-Indus ial Pa ks. Sus ain. 9, 1510.
DOI:  10.3390/su9091510.
8 Masi, D., Day, S., Godsell, J. 2017. Supply Chain Con igu a ions in he Ci cula Economy: A Sys ema ic Li e a u e Re iew. Sus ain. 9, 1602. DOI:
10.3390/su9091602.
9 Nußholz, J.L.K. 2017. Ci cula Business Models: De ining a Concep and F aming an Eme ging Resea ch Field. Sus ain. 9, 1810. DOI: 10.3390/su9101810.
10 Ridau a, G., Llo ens-Ce e a, S., Ca illo, C., Buj-Co al, I., Riba-Rome a, C. 2018. A Concep ual Tool o he Implemen a ion o he Ci cula Economy
Emissions Reuse Closed Loops h ough P ocess Equipmen . Sus ain. 10(11), 3912. DOI: 10.3390/su10113912.
11 Rizos, V., Beh ens A., an de Gaas W., Ho man E, Ioannou A, Ka yeke T, Flamos A, Rinaldi R, Papadelis S, Hi schni z-Ga be s M., Topi, C. 2016.
Implemen a ion o Ci cula Economy Business Models by Small and Medium-Sized En e p ises (SMEs): Ba ie s and Enable s. Sus ain. 8(11), 1212. DOI:
10.3390/su8111212.
12 Zam i , A. M., Mocanu, C., G igo escu, A. 2017. Ci cula economy and decision models among Eu opean SMEs. Sus ain. 9(9), 1507. DOI:
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Resou ces, Conse a ion and Recycling
1 de Ab eu, M. C. S., Ceglia, D. 2018. On he implemen a ion o a ci cula economy: The ole o ins i u ional capaci y-building h ough indus ial
symbiosis. Resou . Conse . Recy. 138, 99-109. DOI: 10.1016/j. escon ec.2018.07.001
2 Gaus ad, G., K ys o ik, M., Bus aman e, M., Badami, K. 2018. Ci cula economy s a egies o mi iga ing c i ical ma e ial supply
issues. Resou . Conse . Recy. 135, 24–33. DOI: 10.1016/j. escon ec.2017.08.0. 02
3 Pauliuk, S. 2018. C i ical app aisal o he ci cula economy s anda d BS 8001:2017 and a dashboa d o quan i a i e sys em indica o s o i s implemen a ion in
o ganiza ions. Resou . Conse . Recy. 129, 81–92. DOI: 10.1016/j. escon ec.2017.10.019.
4 Ran a, V., Aa ikka-S en oos, L., Ri ala, P., Mäkinen, S. J. 2018b. Explo ing ins i u ional d i e s and ba ie s o he ci cula economy: A c oss- egional
compa ison o China, he US, and Eu ope. Resou . Conse . Recy. 135, 70-82. DOI: 10.1016/j. escon ec.2017.08.017.
5 Reike, D., Ve meulen, W. J. V., Wi jes, S. 2018. The ci cula economy: New o Re u bished as CE 3.0? — Explo ing Con o e sies in he Concep ualiza ion o
he Ci cula Economy h ough a Focus on His o y and Resou ce Value Re en ion Op ions. Resou . Conse . Recy. 135, 246-264. DOI:
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6 Saidani, M., Yannou, B., Le oy, Y., Cluzel, F. 2017. Hea y ehicles on he oad owa ds he ci cula economy: Analysis and compa ison wi h he au omo i e
indus y. Resou . Conse . Recy. 135, 108-122. DOI: 10.1016/j. escon ec.2017.06.017.
7 Singh, M.P., Chak abo y, A., Roy, M. 2018. De eloping an ex ended heo y o planned beha iou model o explo e ci cula economy eadiness in
manu ac u ing MSMEs, India. Resou . Conse . Recy. 135, 313-322. DOI: 10.1016/j. escon ec.2017.07.015.
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8 Sousa-Zome , T.T., Magalhães, L., Zancul, E. and Cauchick-Miguel, P.A. 2018. Explo ing he challenges o ci cula business implemen a ion in
manu ac u ing companies: An empi ical in es iga ion o a pay-pe -use se ice p o ide . Resou . Conse . Recy. 135, 3–13. DOI:
10.1016/j. escon ec.2017.10.033.
9 Wi jes, S., Lozano, R. 2016. Towa ds a mo e ci cula economy: P oposing a amewo k linking sus ainable public p ocu emen and sus ainable business
models. Resou . Conse . Recy. 112, 37-44. DOI: 10.1016/j. escon ec.2016.04.015.
Managemen Resea ch Re iew
1 Espíndola, J.A.G., Co do a, F., Flo es, C.C. 2018. The impo ance o u ban ainwa e ha es ing in ci cula economy: he case o Guadalaja a ci y. Manag.
Res. Re . 41(5), 533553. DOI: 10.1108/MRR-02-2018-0064
2 Flo es, C.C., B esse s, H., Gu ie ez, C., de Boe , C. 2018. Towa ds ci cula economy – a was ewa e ea men pe spec i e, he P esa Guadalupe case. Manag.
Res. Re . 41(5), 554571.DOI: 10.1108/MRR-02-2018-0056
3 Yazan, D.M., Ca agna, D., F accascia, L., Mes, M., Pon andol o, P., Zijm, H. 2018. Economic sus ainabili y o biogas p oduc ion om animal manu e: a
egional ci cula economy model. Manag. Res. Re . 41(5), 605-624. DOI: 10.1108/MRR-02-2018-0053.
Business S a egy and he En i onmen
1 Linde , M., Williande , M. 2017. Ci cula Business Model Inno a ion: Inhe en Unce ain ies. Bus. S a eg. En i on. 26(2), 182-196. DOI: 10.1002/bse.1906.
2 P ie o Sando al, V., O mazabal, M., Jaca, C., Viles, E. 2018. Key elemen s in assessing ci cula economy implemen a ion in small and medium sized
en e p ises. Bus. S a eg. En i on. 27(8), 1525-1534. DOI: 10.1002/bse.2210.
Fo es Policy and Economics
1 D'Ama o, D., Veijonaho, S., Toppinen, A. 2018. Towa ds sus ainabili y? Fo es -based ci cula bioeconomy business models in Finnish SMEs. Fo es Policy
Econ. 110, 101848. DOI: 10.1016/j. o pol.2018.12.004.
2 Ko honen J., Koski aa a A., Toppinen A. 2018. Riding a T ojan ho se? Fu u e pa hways o he  ibe -based packaging indus y in he bioeconomy. Fo es
Policy Econ. Online i s . DOI: 10.1016/j. o pol.2018.08.010.
Jou nal o Indus ial Ecology
1 Mendoza, J.M.F., Sha mina, M., Gallego-Schmid, A., Heyes, G., Azapagic, A. 2017. In eg a ing Backcas ing and Eco-Design o he Ci cula
Economy The BECE F amewo k. J. Ind. Ecol. 21(3), 526-544. DOI: 10.1111/jiec.12590.
2 Zhu, Q., Geng, Y., Lai, K.-H. 2011. En i onmen al Supply Chain Coope a ion and I s E ec on he Ci cula Economy P ac ice Pe o mance
Rela ionship Among Chinese Manu ac u e s. J. Ind. Ecol. 15, 405-419. DOI: 10.1111/j.1530-9290.2011.00329.x
Jou nal o ma e ial cycles and was e managemen
1 Fe ei a, M.A., Jabbou , C.J.C., Jabbou , A.B.L.S. 2017. Ma u i y le els o ma e ial cycles and was e managemen in a con ex o g een supply chain
managemen : an inno a i e amewo k and i s applica ion o B azilian cases. J. Ma e . Cycles Was e.  19, 516–525. DOI:10.1007/s10163-015-0416-5.
2 Yong, R. 2007. The ci cula economy in China. J. Ma e . Cycles Was e Manag. 9, 121–129. DOI: 10.1007/s10163-007-0183-z.
Single a icles om di e en jou nals
1 Adams, K., Osmani, M., Tho pe, T., Tho nback, J. 2017. Ci cula economy in cons uc ion: cu en awa eness, challenges and enable s. Was e Resou . Manag.
170(1), 15-24. DOI: 10.1680/jwa m.16.00011.
2 Bai, C.G., Sa kis, J., Dou, Y. 2015. Co po a e sus ainabili y de elopmen in China: e iew and analysis. Ind. Manage. Da a Sys . 115(1), 5-40. DOI:
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3 B essanelli, G., Pe ona, M. and Saccani, N., 2018. Challenges in supply chain edesign o he ci cula economy: a li e a u e e iew and a mul iple case s udy.
In . J. o P od. Resea ch, 57, 7395-7422. DOI:10.1080/00207543.2018.1542176.
4 Coope , S. J., Hammond, G. P. 2018. ‘Deca bonising’ UK indus y: owa ds a cleane economy. P oc. Ins . Ci . Eng. Ene gy. 171(4), 147-157. DOI:
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5 C is oni, N., Tonelli, M. 2018. Pe cep ions o Fi ms Pa icipa ing in a Ci cula Economy. Eu . J. Sus ain. De . 7(4), 105. DOI: 10.14207/ejsd.2018. 7n4p105.
6 Fang, K., Dong, L., Ren, J., Zhang, Q., Han, L., Fu, H. 2017. Ca bon oo p in s o u ban ansi ion: T acking ci cula economy p omo ions in Guiyang, China.
Ecol. Model. 365, 3044. DOI: 10.1016/j.ecolmodel.2017.09.024.
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7 Foga assy, C., Ho a h, B., Ko acs, A., Szoke, L., Takacs-Gyo gy, K. 2017. A ci cula e alua ion ool o sus ainable e en managemen – An Olympic case
s udy. Ac a Poly ech. Hung. 14(7), 161-177.
8 Geisendo , S., Pie ulla, F. 2018. The ci cula economy and ci cula economic concep s—a li e a u e analysis and ede ini ion. Thunde bi d In . Bus. Re .
60(5), 771-782. DOI: 10.1002/ ie.21924
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10 Ki chhe , J., Piscicelli, L., Bou R., Kos ense-Smi E., Mulle , J., Huib ech se-T uijens, A., Hekke , M. 2018. Ba ie s o he Ci cula Economy:
E idence F om  he Eu opean Union (EU). Ecol. Econ. 150, 264-272. DOI: 10.1016/j.ecolecon.2018.04.028.
11 Liede , M., Asi , F. M. A., Rashid, A. 2017. Towa ds Ci cula Economy implemen a ion: an agen -based simula ion app oach o business model
changes. Au on. Agen . Mul i-Agen Sys . 31, 1377–1402. DOI: 10.1007/s10458-017-9365-9
12 Liede , M., Asi , F. M. A., Rashid, A., Mihelic, A., Ko nik, S. 2017. Towa ds ci cula economy implemen a ion in manu ac u ing sys ems using a mul i-
me hod simula ion app oach o link design and business s a egy. In . J. Ad . Manu . Technol. 93, 1953–1970. DOI: 10.1007/s00170-017-0610-9
13 Masi, D., Vikas, K., Ga za-Reyes, J.A., Godsell, J. 2018. Towa ds a mo e ci cula economy: explo ing he awa eness, p ac ices, and ba ie s om a ocal i m
pe spec i e. P od. Plan. Con ol. 29(6), 539-550. DOI: 10.1080/09537287.2018.1449246.
14 Molina-Mo eno, V., Núñez-Cacho U illa, P., Co és-Ga cía, F.J., Peña-Ga cía, A. 2018. The Use o Led Technology and Biomass o Powe Public Ligh ing
in a Local Con ex : The Case o Baeza (Spain). Ene gies. 11(7), 1783. DOI: 10.3390/en11071783.
15 Nizami, A. S., Rehan, M., Waqas, M., Naq i, M., Ouda, O. K. M., Shahzad, K., Pan , D. 2017. Was e bio e ine ies: enabling ci cula economies in de eloping
coun ies. Bio esou ce Technol. 241, 1101-1117. DOI: 10.1016/j.bio ech.2017.05.097.
16 Popescu, D.I. 2018. Social Responsibili y and Business E hics VII. Ci cula Economy and he Role o Co po a e Social Ma ke ing. Qual. Access
Success. 19(163), 118-121.
17 Winkle , H. 2011. Closed-loop p oduc ion sys ems - A sus ainable supply chain app oach. CIRP J. Manu . Sci. Technol. 4(3), 243-246. DOI:
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18 Yap, N. 2005. Towa ds a ci cula economy: P og ess and challenges. G eene Manag. In . (50), 11-24.
19 Zhijun, F., Nailing, Y. 2007. Pu ing a ci cula economy in o p ac ice in China. Sus ain. Sci. 2, 95–101. DOI: 10.1007/s11625-006-0018-1.
20 Zhu, Q., Geng, Y., Lai, K.-H. 2010. Ci cula economy p ac ices among Chinese manu ac u e s a ying in en i onmen al-o ien ed supply chain coope a ion
and he pe o mance implica ions. J. En i on. Manage. 91(6), 1324-1331. DOI: 10.1016/j.jen man.2010.02.013.
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Highligh s
• A sys ema ic li e a u e e iew on CE ca alys s and obs acles was
pe o med.
• Findings sugges clea ca alys s such as economic bene i s and
manage ial suppo .
• Linea economic models and a lack o esou ces obs uc CE ansi ion.
• Ambi alen ac o s may hinde o suppo he CE depending on he
con ex .
• Ambi alen ac o s include legisla ion, collabo a ion and design.
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