Jul 2026· Proceedings of the International Conference on Business Excellence· Vol 20, pp. 725 - 735· 0 citations· 13 references
TL;DR
Evaluating how artificial intelligence and digital ecosystems enable the implementation and scaling of circular business models based on a qualitative case study of Flip Technologies indicates that artificial intelligence enhances circular operations by supporting dynamic pricing, automated diagnostics, standardized processes, and the decision-making process, thus reducing uncertainty and improving efficiency.
Abstract
Abstract Circular business models are adopted by organizations with the aim to reconcile economic performance with environmental sustainability in response to resource scarcity, regulatory pressure, and growing concerns over waste and emissions. The barrier to mass adoption of circular business models consists of high initial costs and lack of customer demand. Many circular initiatives cannot be scaled beyond pilot stages due to operational complexity, uncertainty concerning quality, and lack of coordination across value chains. Recent studies emphasize the role of digital technologies; however, empirical evidence on the role of artificial intelligence and digital ecosystems in support of circular business models is limited. This study evaluates how artificial intelligence and digital ecosystems enable the implementation and scaling of circular business models based on a qualitative case study of Flip Technologies, a European company which operates an integrated refurbishment and resale ecosystem for consumer electronics. The analysis uses information obtained from a semi-structured interview with senior management and organizational data. The findings indicate that artificial intelligence enhances circular operations by supporting dynamic pricing, automated diagnostics, standardized processes, and the decision-making process, thus reducing uncertainty and improving efficiency. Digital ecosystems also allow for coordination among partners, optimize reverse logistics, and increase transparency and trust across the value chain. Together, these elements improve scalability and economic viability of circular business models. The study contributes empirical insights into circular economy and digital transformation and provides practical implications for organizations looking to scale circular solutions in technology-intensive industries.
The findings show that AI-CBM transitions unfold through recursive cycles of experimentation, validation, and recalibration, as developments in one dimension expose misalignments in data maturity, governance arrangements, and ecosystem coordination.
M. Kowalski· Journal of Environmental Man...· 0 citations
Industry 4.0 technologies are increasingly recognized as important contributors to the transition toward a circular economy, yet their association with circular business models (CBMs) remains poorly understood. This paper examines how Industry 4.0 technologies contribute to CBM implementation. Drawing on a systematic literature review of 34 papers and an analysis of 13 illustrative cases from the Circular X and Ellen MacArthur Foundation databases, the study maps the relationship between technologies, applications, and CBM patterns. The findings identify seven core technologies, Artificial Intelligence, Big Data, Cloud Computing, Internet of Things, Additive Manufacturing, Augmented Reality, and Blockchain, and 14 key applications linked to circular business models, such as data integration, predictive maintenance, smart energy management, and supply chain traceability. The results suggest that technology adoption alone is not necessarily associated with circular outcomes. Most applications correspond to efficiency-oriented strategies, particularly the reduction of material and energy consumption, indicating that current uses of Industry 4.0 in CBMs remain strongly oriented toward digital optimization. When technologies are not aligned with circular value propositions, efficiency gains may generate rebound effects, potentially increasing environmental impacts. This study advances the circular economy literature by providing a configurational perspective on the implementation of Industry 4.0 technologies within CBMs and by mapping how digital capabilities contribute to specific circular applications. Practically, the findings offer guidance for managers seeking to prioritize technology investments and move circular business strategies beyond operational efficiency toward circular transformation. Overall, the study contributes to a more comprehensive understanding of how the association between Industry 4.0 technologies and circular transformation, rather than digital optimization alone, appears stronger when their applications align with CBM patterns and circular value propositions.
Felipe Bastos dos Reis, Adriana Marotti de Mello, João Valsecchi Ribeiro de Souza· Journal of Circular Economy· 0 citations
Organization’s purpose is to serve operational excellence, enhancing sustainable performance in the field of supply chain. The study aims to achieve a synergistic coalescence of the supply chain with the circular economy (CE) to introduce an innovative strategic framework to serve the organization’s purpose focuses at the implementation of digital technologies.
Preferred Reporting Items for Systematic Reviews and Meta-Analyses is a transparent, screening and visualized approach implemented to achieve a systematic literature review, followed by Delphi method to idealize with expert insight. While scrutinizing the literature, the finalized methodology Best Worst Method and multiobjective optimization on the basis of ratio analysis outreach to validation to apply for assessing and ranking the challenges and potential solutions.
The integration of supply chain digitization and CE reported multiple benefits, such as real-time monitoring, eco design, predicted logistic life and transparency. However, this integration also sought to address inefficiencies and environmental challenges that were observed as obstacles in traditional supply chains adopting digital technologies. The strategic involvement of circular procurement, digital twin integration, circular design principles, robust cybersecurity and human capital development emerges as a critical driver of operational excellence and sustainable performance.
The analyzed study reported that integrated digital and circular strategies can design a functional framework for general managers in organizations for actionable insight. The designed framework further targets the investment in the resilient and sustainable supply chain incorporating cybersecurity, digital infrastructure and workforce development, overcoming the integration challenges.
A uniqueness is achieved through a cutting-edge cross-functional and system-level framework, when an integrative coalescence between digital transformation in the supply chain with CE principles is adopted. The general management, unlike prior, has fragmented a competitive advantage for long-term sustainability. The evaluated theoretical insight delivers data and evidence-based decision-making for transforming into resilient, circular and value-generating systems.
P. Singh· Global Knowledge Memory and...· 0 citations
This article examines the transformation of management consulting (MC) functions driven by the ongoing nature of digital transformation and companies' strategic goal of building or integrating into business ecosystems. It demonstrates that under these conditions, a fundamentally new model of consulting-client relationships is emerging, based on long-term strategic partnerships rather than one-off project interventions. The traditional role of external expert is being replaced by the integrated function of the consultant as a strategic integrator of change and partner-coach, whose activities are aimed at developing sustainable and adaptive ecosystem business models that serve as the foundation for long-term competitive advantage. The study analyzes the redistribution of roles between external and internal consultants and proposes a structure for their interaction with the client company, including diagnostics of change readiness and an assessment of digital maturity at all stages of organizational transformation.
Particular emphasis
is placed on the fact that successful ecosystem transformations require not only technological modernization but also targeted changes in the client's organizational culture, as well as the consistent development of a self-learning organization capable of continuous adaptation.
The emergence of new players in the consulting services market is also examined: tech giants (Yandex, Google, Nvidia) and digital platforms (banks, government portals), which are beginning to actively compete with traditional consulting firms by offering integrated solutions with built-in expertise.
O. Lipina· Vestnik of Samara State Univ...· 0 citations
The study concludes that digital transformation represents a holistic redesign of business and social systems rather than a purely technological upgrade.
Bharad waj, Menaka Nayak· International Journal of Eme...· 0 citations
As industries move towards a circular economy, traditional Enterprise Resource Planning (ERP) systems struggle with a significant information gap during the product usage and end of life stages. To address this architectural limitation, this study highlights the essential system requirements for a Circular ERP (C-ERP) platform tailored for closed-loop resource management. Through a structured conceptual review of 30 high-impact studies retrieved from the Scopus database and a subsequent integrative thematic analysis, the research identifies three core capabilities for Circular ERP which are technological tracking, data interoperability, and organizational readiness. Guided by Dynamic Capabilities Theory, this study proposes an Integrated Circular ERP Architecture driven by closed loop feedback mechanism, Digital Product Passports (DPPs), AI-powered decision intelligence and Data Lakehouse infrastructures where ELT pipelines flow exclusively into the centralized platform. Ultimately, this architecture offers a strategic roadmap for shifting legacy transactional systems into unified coordination platforms across decentralized circular ecosystems while supporting the United Nations Sustainable Development Goals. The main contribution of this study is a theoretically grounded conceptual Circular ERP architecture that integrates fragmented lifecycle data into a unified Lakehouse platform that eliminates data fragmentation across the Beginning-of-Life (BOL), Middle-of-Life (MOL), and End-of-Life (EOL) phases. This framework practically supports manufacturers and policymakers by providing a structured architecture to guide future empirical validation through industrial case studies.
Nur Syakeerah Binti Ahmad Rezahan, Aln Elen Selvam A/L Superamaniam, A. Ramly et al.· International journal of res...· 0 citations
