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This study aims to identify the drivers for adopting the circular economy (CE) in a born-sustainable business of the fashion sector.

An exploratory case study was carried out with a unique and relevant case: the only Brazilian company implementing circularity practices defined through a sectoral commitment, the 2020 Circular Fashion System Commitment.

From an analysis of the literature, a theoretical scheme composed of internal and external drivers is proposed. In the case studied, there is a prevalence of internal drivers that led the company to implement the CE. Most of the internal drivers described by the literature were identified in this research, except for two: profitability and available technology. Regarding the external drivers, of the 12 listed, only laws and regulations were identified. Thus, the results suggest that internal drivers are more numerous and may be more prominent than external ones for CE adoption in the born-sustainable business.

Due to its exploratory design and unique case study, the research does not allow generalizations, suggesting replication with a larger number of companies and carrying out quantitative research with born-sustainable companies and incumbent companies, for comparison. Considering that there is a difference between companies that decide for sustainable practices and companies that were already born sustainable, it can be questioned if the drivers for implementing CE for both companies are also different.

This study proposes a theoretical scheme that indicates the main internal and external drivers for companies' CE implementation. Developed from a literature review and applied in an empirical case, this scheme is comprehensive and can be adopted to analyze companies of different sizes and industries. Hence, this paper generates new perspectives for CE literature.

The purpose of this paper is to identify the main activities that startups outsource and the elements involved in outsourcing decisions.

A multi-case study composed of Brazilian startups was conducted. Data through interviews and secondary sources were obtained. Two groups of startups were considered and analyzed comparatively: startups in the development stage and in the sales stage.

The findings show that even though the literature suggests that the core business should not be outsourced, some startups do have to outsource this kind of activity. That was the main difference found between startups in the sales stage and in the development stage: the former group has a solid structure, knowledge and resources, so they can keep the core business inside the firm; whereas the latter group has little experience, scarce knowledge and resources, making outsourcing a more attractive alternative.

Theoretically, this paper approaches a perspective underexplored in the innovation and management literature: outsourcing in startups. It highlights how outsourcing, as a decision between making and buying, can help startups to improve success potential. In practice, this paper discusses and demonstrates why and what can be outsourced by startups in the development and in the sales stages to overcome their limitations and, consequently, achieve better innovative results.

Due to social enterprises' (SEs) relevance to social value creation, marketing increases its attention to these hybrid organizations. However, there is no consensus on how strategic marketing can improve SE performance. Thus, this paper aims to discuss how commercial, social and societal strategic marketing approaches relate to compensatory and transformative social entrepreneurship scopes to improve SE performance.

This paper is conceptual. We hold discussions and raise reflections to advance knowledge on both marketing and social entrepreneurship fields, more precisely by intertwining them.

We develop a conceptual model for adapting three strategic marketing approaches to compensatory and transformative SEs. We argue that SEs have three types of performances: commercial, social and societal. Social and commercial strategic marketing are essential for SEs acting in compensating local failures of capitalism. Societal and commercial strategic marketing are essential for SEs focused on transformative actions to changing global system. Such relations can leverage social impact, which we conceptualize as compensatory or transformative.

The model contributes to improvements on strategic marketing decisions by marketers and entrepreneurs in social entrepreneurship.

We propose a decomposition of strategic marketing into three approaches: commercial, social and societal, which constitutes a novelty to the field. This can facilitate management of SEs with different actions and performances, whether at local or international levels.

In qualitative research, it is recurrent to conduct data collection through interviews, which must be first transcribed for the data to be analyzed. Although there is a relationship between the stages of the interview and the data analysis, the link between them (i.e. the transcription) seems to be a neglected methodological procedure. This occurs because, in papers, it is generally reported that “the interviews were transcribed”, without any details about the transcriptions conduction. From this methodological gap, this paper aims to discuss the relevance of detailing the methodological procedures adopted in the transcription in research reports in the management field.

This paper takes the form of a methodological essay.

The discussion focuses on the concepts of naturalized and denaturalized transcription, the relevance of adopting transcription norms and the need for reflexivity in conducting transcriptions – elements that must be explained in research reports to improve the methodological quality.

This paper explores methodological details that management students and researchers can adopt when performing transcriptions. Consequently, journal editors and reviewers will have more subsidies on the methodological quality employed in researches, which contributes to a better evaluation process.

This study demonstrates the relevance of a neglected methodological technique – transcription, which needs to be detailed in research reports, to contribute to the increase of methodological accuracy and to provide essential information to readers, allowing them to evaluate the rigor of the research. Thus, it is proposed that transcription should be considered a quality criterion in qualitative research.

There are indications that trust is essential in innovation ecosystems relations. However, studies have not yet focused on deeply exploring such connection. The purpose of this paper is to discuss the influence of trust among actors in the context of innovation ecosystems.

This study developed a conceptual framework and a set of propositions. We raised a discussion based on the intertwining of three widely known dimensions of trust (ability, benevolence and integrity) and four dimensions of innovation ecosystems (network collaboration, interdependency, value co-creation and innovation objectives).

This paper suggests that trust contributes to the development of innovation ecosystems’ dimensions. In addition, it sheds light on the need to consider all three dimensions of trust together and simultaneously, because, by itself, none of them is sufficient to build trust in innovation ecosystems. Also, we argue that the different connections between the dimensions of trust and those of innovation ecosystems lead to the development of such ecosystems.

Through the approach of an underexplored area of research, this paper contributes to a broad understanding of the role of trust in innovation ecosystems toward the pursuit of creating innovation. It also proposes a novelty to the field, by suggesting four dimensions of innovation ecosystems to help managers analyze ecosystems through a more practical perspective.