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The research question is how can a company implement a circular innovation in a supply network context? Leveraging the main conceptual and interpretative models of the industrial marketing and purchasing thinking, this study aims to investigate the interplay between the process of circular innovation development and the changes in the structure and dynamics of the supply network in which innovation takes place.

This research applies a case study design focusing on participant interaction dynamics. The case relates to an industrial company producing an innovative coating solution for compostable packaging. The data used to develop the case study came from multiple sources but primarily from semistructured interviews that cover the implementation of the circular innovation and the configuration of the circular network.

The dynamics of interconnected relationships can configure a circular network that interconnects business and non business actors through vertical, horizontal and heterogeneous relationships. The network configuration is supported by the new mobilizer actor that facilitates the sharing of circular knowledge within the circular network, together with the sharing of a market orientation and entrepreneurial orientation within the supply network, through the educational learning path.

This paper aims to contribute to a new understanding of how circular innovation can be developed, adopted and diffused. In a network, when circular innovation takes place, the focal issue is not the new product or technology in itself but how such innovation is developed and implemented by and through the reconfiguration of the business and non-business relationships into circular network.

A challenge in implementing Universal Design (UD) is the perceived additional cost, which acts as a barrier to its widespread adoption. The few studies that have examined the cost for UD apply a theoretical research approach, failing to account for the unique design context that influences construction costs. This article presents a research methodology to calculate the UD cost in a realistic, context-dependent manner.

To address this gap, “Research-by-Design” is applied in a case study approach involving twelve cases from three typologies: secondary schools, town halls and small retail shops. Two scenarios are compared to the existing situation: (1) “renovating into a 100% inclusive building” and (2) “building fully inclusive right away”.

Although the methodology is time-consuming, it allows for a fair, realistic and detailed comparison between costs in different scenarios and cases. Findings show how financial implications are strongly related to its scale. Both “renovation” and “new build” scenarios involve costs, but these are considerably lower for the latter. “Circulation” and “Exterior stairs and ramps” are among the most expensive to renovate, but have almost no additional cost in the examined cases for the “new build scenario”.

The research methodology presented in this study is time-consuming, which may limit its feasibility for large-scale cost assessments in diverse contexts.

The research methodology proposed in this study provides valuable insights for architects, designers and stakeholders involved in the implementation of UD. It offers a realistic and context-dependent approach to assess the cost implications of UD, enabling informed decision-making during the design and construction phases.

By revealing the specific cost implications of UD in different building contexts, this study contributes to promoting greater accessibility and inclusion in the built environment.

The applied approach distinguishes this study for its ability to provide rich contextual information on actual cost implications for UD. By considering real cases and their unique design contexts, valuable insights are offered into the true costs of implementing UD in the built environment.

This study aims to investigate the effects of organizational culture factors on the selection of software process development models and develops a conceptual model for selecting and adopting process development models with an organizational culture approach, using 12 criteria and their sub-criteria defined in Fey and Denison’s model (12 criteria).

The research hypotheses were investigated using statistical analysis, and then the criteria and sub-criteria were selected based on Fey and Denison’s model and the experts’ viewpoints. Afterward, the organizational culture of the selected company was measured using the data from 2016 and 2017, based on Fey and Denison’s questionnaire. Due to the correlation between the criteria, using the decision-making trial and evaluation technique, the correlation between sub-criteria were determined, and by analytical network process method and using Super-Decision software, the process development model was preferred to the 12 common models in information systems development.

Results indicated a significant and positive effect of organizational culture factors (except the core values factor) on the selection of development models. Also, by changing the value of organizational culture, the selected process development model changed either. Sensitivity analysis performed on the sub-criteria implied that by changing and improving some sub-criteria, the organization will be ready and willing to use the agile or risk-based models such as spiral and win-win models. Concerning units where the mentioned indicators were at moderate and low limits, models such as waterfall, V-shaped and incremental worked more appropriately.

While many studies were performed in comparing development models and investigating their strengths and weaknesses, and the impact of organizational culture on the success of information technology projects, literature indicated that the impact of organizational sub-culture prevailing in the selection of development process models has not been investigated. In this study, new factors and indicators were addressed affecting the selection of development models with a focus on organizational culture. Correlation among the factors and indicators was also investigated and, finally, a conceptual model was proposed for proper adoption of the models and methodologies of system development.