Purpose: This thesis aims to research how leaders could approach the change from a linear to a circular business model strategy.
Design/methodology/approach: This thesis examines common patterns for successfully implementing circular business model strategies through a comparative case study, comprising 9 different C2C certified organizations. The research design is based on grounded theory with a critical realist perspective.
Findings: We have identified strategic transformational leadership elements, involving seven essential leadership values and operational approaches to reinforce the identified common drivers and cope with the identified common challenges when changing to a circular business model strategy. Further, we have identified best practices as well as we have provided additional suggestions.
Research limitations/implications: By identifying common patterns, we provide a basis for better understanding circular transformation and the leaders’ role. However, the individual transformation process might also be influenced by other factors, such as the type of organization and the social context.
Practical implications: The findings may help companies acknowledge the scope of the transformation. Moreover, the overview of the best practices and additional suggestions for initiatives to the circular change may, in combination with the seven leadership values, guide companies in the process of implementing circularity.
Originality/value: This thesis bridges the fields of change management, strategy, and sustainability, and touches upon notions of supply chain management, thus illustrating the intertwined nature of circularity and the need for a holistic approach.
|Educations||MSc in Business, Language and Culture - Diversity and Change Management, (Graduate Programme) Final Thesis|
|Number of pages||131|