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The purpose of this paper is to describe the dynamic development of technical controls in different companies and to interpret the observations using Van de Ven and Poole's typology of change process theories.

Case study data were obtained through semi‐structured interviews, observation and document analysis in three organisations (Company A, Company B and Company C).

The paper highlights the life‐cycle development of technical controls, where controls are implemented, improved and eventually removed. It highlights the fact that the progression through the life‐cycle can follow either a dialectical motor of change based on conflict or a teleological motor of change based on consensus.

The findings of the paper enhance the theory of rules developed by March et al., by providing insight into how change actually occurs, i.e. how inertia is broken.

The paper offers practitioners some guidelines for the management of their control systems to help them maintain more effective and efficient control systems.

The paper explains that under a teleological motor of change, inertia is broken more easily than under a dialectical one, because there is less tolerance for control obsolescence, hence improvement and removal of obsolete controls are more likely to occur. This is important for listed organisations having to implement more and more technical controls to comply with laws such as SOX. The paper also suggests that the life‐cycle is not a “motor” of change as suggested by Van de Ven and Poole, because it cannot explain how inertia is broken.

The purpose of this study is the analysis of innovation in technology‐intensive industry strategy, by applying scenario analysis (SA) to master the development of the market information and competitive environment. This study will utilize the technical development of the Sony video tape recorder (VTR) as a case study, and then provide more adequate decision information on the technical development strategy (TDS) planning process.

Scenario analysis (SA) strategy assessment model will construct a future technical development model based on current data. The forecasting model of the cycle period is applied to future market technical innovation. Therefore, applying SA in this study can effectively connect historical information to the analysis of technology development.

This study used the Sony VTR TDS as a case study that provides a strategy assessment model in a technology‐intensive industry for technical development strategy planning as the basis of decision‐making to aid technical forecasting. Result found that the R&D department is the core lifeline for the development of a company, and TDS is affected by the orientation of customer demand with impact on the development of TLC to form the cycle period of uncertainty.

This model applied the properties of TDS assessment to grasp the development trend in the market, and it can enable the R&D department to integrate technical push and market demands pull. In turn, this results in a gain in the competitive edge for technical innovation through a combination of strategies and regulations.

This paper aims to investigate overlaps, complementarities and divergences between the literature on circular economy (CE) models and related literature in non-linear production models and frameworks, including CE, reverse logistics, closed-loop, industrial symbiosis and industrial ecology.

A systematic literature review was conducted focussing on the benefits of non-linear modes adoption.

The results show a high degree of convergence in findings, gaps and weaknesses of these literatures. Negative environmental, economic and operational impacts are understudied. There is a scarcity of studies identifying practices resulting in empirically tested benefits. The business and society case for non-linear production is still largely built upon conceptual studies, modelling and a few case studies. Despite a normative focus, there is very little use of theory, in particular, management theories.

First, the authors use only one, albeit highly recognized database, Scopus. This database may have omitted some relevant research, journals such as the Journal of Cleaner Production and Resources Conservation & Recycling that are more likely to publish such research and also have a more interdisciplinary approach. This is an important gap and interesting result to claim for more interdisciplinary research. Second, the filtering process used and the focus on Association of Business Schools top journals may have also omitted some relevant research, such as a large stream of literature in specialist journals such as Resources Conservation and Recycling and the Journal of Cleaner Production.

There are contradictions, tensions and epistemological ambiguity that needs to be critically addressed. Such tensions may be associated with the knowledge field that gave rise to these different non-linear production approaches. Many of them appeared at the same time, but from different sciences and disciplines with their own perspectives. Then in doing so, they create confusion in the definitions of CE, assumptions underlying modelling and business choices arising from this complexity. This can be minimized through the critical interpretation of knowledge to elucidate epistemological quandaries to improve the understanding of the economic, social and environmental impacts of practices.

In some way, this result makes sense, as the authors have limited the search to management, business and accounts journals, especially talking about Operations Management journals. This is an important gap and interesting result to claim for more interdisciplinary research.

In addition to gaps previously described, the authors identified areas of tensions where the literature offers inconclusive – often contradictory – findings requiring further exploration. A better understanding of these tensions is required to understand the impacts of non-linear production and develop policy guidelines for industry and policymakers to scale-up CE.

The purpose of this study is the analysis of innovation in technology‐intensive industries via the application of scenario analysis (SA) to master the development of market information and competitive environment. This study will employ the technical development of SONY video tape recorder (VTR) as a case study, and then provide more adequate decision information on the technology development strategy (TDS) planning process.

Scenario analysis strategy assessment model will be utilized to construct a future technical development model based on present status, and will diffuse and apply the forecasting model to the cycle period of future market technical innovation. Therefore, applying SA in this study can effectively connect historical information to the analysis of technology development.

This research used SONY VTR TDS as a case study that provides a strategy assessment model to technology‐intensive industry for technical development strategy planning as the basis of decision information for technical forecasting. Output of the R&D department is the core lifeline for the development of a company, and TDS is affected by the orientation of customer demand and has an impact on the development of TLC to form the cycle period of uncertainty.

This model applied the property of TDS assessment to grasp the development trend in the market, and it can enable the R&D department to integrate technical push and market demand pull. In turn, this results in a gain in the competitive edge for technical innovation through a combination with strategies and regulations.

The purpose of this paper is to analyze circular business models of Brazilian companies.

The authors analyzed 105 business models of adopting companies from the perspective of the circularity of resources. These were classified as analytical sector category, business model design aligned with sustainability, sustainable practices adopted, level of maturity of business models and determinants of the circularity of resources.

The results show that companies belonging to the service sector predominate, which, above all, offer the virtualization of processes, sharing, ecological products, socially responsible and emphasis on recycling. Of these, 92.38 percent were already aligned with the sustainability assumptions, which contribute decisively to the operationalization in a circular perspective. Therefore, the materialization of the circular economy (CE) in Brazil is occurring, although there is potential for a stronger engagement with the determinants of the CE, especially in the perspective of the biological cycle and in the short cycles of technical levels.

In addition, the authors promote advances in the maturity levels of business models to optimize the optimal level, where processes are predictable, critically analyzed and continuously improved.

This chapter highlights how implementing circular economy principles can help companies working with sustainability to move from a reductionist and waste management approach to marketing competitive circular value propositions that intentionally design out waste (e.g. emissions and pollution) by rethinking, reinventing and redesigning the value chain. Schijvens, a Dutch family-owned corporate fashion textile company, acts as a case for exemplifying successful implementation of circular economy principles as a marketing strategy in a sector that struggles with finding solutions to the ethical challenges of producing and marketing textile fashion. The textile industry has, for many years, been accused of production that is based on environmentally harmful processes and conditions that are not socially fair. Circular economy principles provide a range of suggestions to address the ethical challenges occurring from covering the human needs of having clothes to wear. Yet, implementing circular economy principles is not a panacea. It is not only a question of delivering a technological quick fix but also a question of managing the new processes and human mindset guiding the actions in the value chain. This chapter, therefore, outlines reasons for a different perspective on the traditional linear value chain and related implications managers face when undertaking a journey from sustainability based on a reductionist approach to a closed-loop approach. It is argued that implementing circular economy principles by pro-actively managing the value chain processes based on eco-centric dynamic capabilities can provide even more radical changes than the incremental reductionist approach often associated with being a green sustainable company.

The purpose of this paper is to examine the dynamics of organizational learning and continuous improvement (CI) in the context six sigma implementation in business organizations operating in multicultural environments.

A specific research question is: does learning mechanisms and continuous improvement practices support each other and how, and what type of learning can be identified in the improvement of business processes. The question is linked to one of the fundamental issues currently discussed in the field of organizational learning; how do organizations get “from here to there”, in other words, what is the dynamics of the processes of learning and how progressive learning is achieved. A case study of a few Finnish companies is made and a procedural implementation model is applied.

The findings suggest that the learning process is characterized by measurement, detection and correction of errors, and cost reduction. In six sigma implementation, learning is a single‐loop type of learning. It is an incremental change process which reminds a technical variant of the learning organization. Continuous improvement occurs through procedural practices (the DMAIC‐cycle) which forms a structure for sustaining learning.

In this study, an essential question remains still unanswered: what type of learning is appropriate when organizational performance is enhanced by process improvements in production, delivery processes, etc. and what kind of learning mechanisms are the most supportive to continuous improvement practices. Further research is needed to find out how (if at all) the technical (single‐loop) approach develops into social (cultural and political) type of learning enabling sustainable capability development. For researching this a longitudinal case study setting would be required. As this paper has reported on the authors' first exploration, further research is needed to increase understanding of learning mechanisms that support CI practices. In further studies it is necessary to “dig” in real life practices of six sigma implementation more deeply.

Management should invest in, and allocate resources to staff training in order to promote learning and CI. On the level of operational leadership, the role of the leaders needs to be more clearly defined and leaders should be empowered. Managerial implication is that the development of information systems is a necessity for supporting CI and progressive learning in six sigma implementation.

Explains the dynamics of continuous improvement and learning process. Presents findings from a case study in three Finnish multinational companies. Presents a few key success factors for progressive organizational learning in conclusion.

Asset management is often one of the last options to maximise cost savings in a competitive global economy due to its intrinsic complexity, especially in many developing countries. Asset management in the process industry must consider the commissioning, operational and end‐of‐life phases of physical assets when commencing a design and implementation project. However, current asset management models show inefficiencies in terms of addressing life cycle costs comprehensively, as well as other aspects of sustainable development. An asset life cycle management (ALCM) model is subsequently proposed for assets in the process industry, which integrates the concepts of generic project management frameworks and systems engineering with operational reliability in order to address these inefficiencies.

Experiences within a large petrochemical company in South Africa are used as a case study to demonstrate and discuss the different components of the proposed ALCM model.

Operational reliability and systems engineering are the means to achieve optimum value from physical assets over a facility's lifetime. Thereby, activities are identified that should be completed during each stage of the project life cycle. The application of performance measurements for the operation and support stages is proposed to influence decision making in the process industry.

Specific issues pertaining to the ALCM model are highlighted to ensure optimal practicality and incorporation of the model with other management practices in the process industry.

The purpose of the article is to analyze the chain of electrical and electronic equipment (EEE) and its waste (WEEE), within the product chain of Recicladora Urbana (Reurbi), and its interaction with the circular economy.

Exploratory research with a qualitative approach, based on the study case method, was conducted. The following stages were carried out: definition of the study object; bibliographic survey; documentary survey; technical visit to Reurbi; contacts with experts; creation of research instruments and research execution.

The main recipients of remanufactured EEE are third sector organizations that run social programs and schools with few financial resources. Recycling firms receive parts and components from the WEEE handled by Reurbi.

The authors only addressed the WEEE reverse remanufacturing chain of Reurbi; therefore, the authors cannot extend the results to an industrial sector.

One practical contribution is disclosing the remanufacturing processes of EEE and the recycling processes of its waste, fostered by the National Solid Waste Policy (PNRS), under a circular economy policy.

There is a large market potential for reverse logistics of WEEE and end-of-life EEE as a source of raw material, which is yet to be explored in Brazil, for creating new jobs and revenue.

The publication of articles with the main reflections from the results can provide new discussions and provide opportunities for new studies regarding the Brazilian Solid Waste Policy.

Although product design is a fundamental element in the transition towards the circular economy, the knowledge of practices, methods and tools oriented to circular product design has not been widely developed. This study aims to contribute to the circular economy research area by investigating and analyzing the main design approaches to circular products and their relationship to new product development.

The authors conducted a systematic review and qualitative analysis of 120 articles. In these studies, the authors analyzed aspects such as design strategies used, the barriers to the adoption of circular product design and the relationships between the phases of new product development processes with circular product design studies.

The findings revealed that the circular product design approach has added new design strategies to those already recommended by ecodesign, such as multiple use cycles, emotional durability and biomimicry. Furthermore, the results showed that most circular product design articles focus on the planning and concept development phases of the new product development process.

In this article, the authors systematized the findings of an emergent research area: the development of new products for the circular economy. Its main contributions lie in the identification of design strategies, the classification of Design for X approaches, analysis of such approaches during the new product development process and discussion of their main barriers. Finally, this study presents contributions for managers and designers who are starting the transition to a circular strategy.