Sustainable recycling management: configuration of risk factors and resilience strategies

Abstract

Purpose

Recycling is associated with positive social and environmental impact, but previous studies have overlooked the cost of recycling operations. Based on the dynamic capability view, the purpose of this study was to identify and evaluate risk factors and resilience strategies within the recycling industry, prioritize these factors and identify the optimal combination of resilience strategies and risk factors to improve market performance.

Design/methodology/approach

The research questions were addressed in three subsequent studies. In Study 1, qualitative interviews were conducted to identify risk factors and strategies to mitigate those risks. In Study 2, quality function deployment methodologies were implemented via case studies derived from three different companies. Based on the results of Studies 1 and 2, in addition to the use of fuzzy set qualitative comparative analysis, Study 3 aimed to determine the optimal combination of risk factors and strategies impacting market performance.

Findings

The results across the three studies revealed a number of risk factors as well as which risk factors and resilience strategies have the greatest impact on market performance. Specifically, it was found that higher levels of readiness, response and recovery strategies lead to greater market performance, whereas weak readiness, response and recovery strategies, along with low societal, environmental and health and safety risk factors, significantly inhibit performance.

Originality/value

This research extends current understandings of market performance in relation to recycling industry management and offers insight for decision-makers toward combating significant risk factors in business-to-business settings.

Citation

Khan, E.A., Chowdhury, M.M.H., Hassan, H.M.K., Mahmud, A.K.M.S. and Shamsuddoha, M. (2024), "Sustainable recycling management: configuration of risk factors and resilience strategies", Journal of Business & Industrial Marketing, Vol. 39 No. 8, pp. 1827-1844. https://doi.org/10.1108/JBIM-09-2023-0503