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Maturity Model as a Driver for Circular Economy Transformation

Author

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  • Jonas Nygaard Uhrenholt

    (Center for Industrial Production, Department of Materials and Production, Aalborg University, 9220 Aalborg, Denmark
    Technology & Business Department, University College of Northern Denmark, 9200 Aalborg, Denmark)

  • Jesper Hemdrup Kristensen

    (Center for Industrial Production, Department of Materials and Production, Aalborg University, 9220 Aalborg, Denmark)

  • Maria Camila Rincón

    (Center for Industrial Production, Department of Materials and Production, Aalborg University, 9220 Aalborg, Denmark)

  • Sofie Adamsen

    (Center for Industrial Production, Department of Materials and Production, Aalborg University, 9220 Aalborg, Denmark)

  • Steffen Foldager Jensen

    (Center for Industrial Production, Department of Materials and Production, Aalborg University, 9220 Aalborg, Denmark)

  • Brian Vejrum Waehrens

    (Center for Industrial Production, Department of Materials and Production, Aalborg University, 9220 Aalborg, Denmark)

Abstract

The movement of manufacturing organisations towards a circular economy sets the scene for extensive industrial change. This change is not simply a continuation of current business; instead, it brings up multiple questions concerning ways of thinking, modes of operation, and the very foundation of a business. Manufacturing organisations are experiencing uncertainty regarding how to address this transformation due to its multi-faceted nature. Maturity models are seen by some as a tool for assessing and guiding manufacturing organisations when it comes to complex and multi-faceted agendas, such as that of the circular economy (CE). Maturity models provide scaffolding in the form of presentation of a desired evolution path from which manufacturing organisations can define reasonable and desirable plans for engagement with the circular economy. This study adopts the cumulative capability perspective in developing a CE maturity reference model that explicates the circular transformation by noting six discrete maturity levels across six organisational dimensions: value creation, governance, people and skills, supply chain and partnership, operations and technology, and product and material. The progression of circular maturity is explained by the principles of expertise and the systems perspective. The explication of CE transformation across dimensions and levels provides a boundary object for organisations, i.e., a scaffolding for moving from its current zone of development to its proximal zone of development.

Suggested Citation

  • Jonas Nygaard Uhrenholt & Jesper Hemdrup Kristensen & Maria Camila Rincón & Sofie Adamsen & Steffen Foldager Jensen & Brian Vejrum Waehrens, 2022. "Maturity Model as a Driver for Circular Economy Transformation," Sustainability, MDPI, vol. 14(12), pages 1-17, June.
    • Handle: RePEc:gam:jsusta:v:14:y:2022:i:12:p:7483-:d:842589
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    References listed on IDEAS

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    1. Valery Chistov & Nekane Aramburu & María Eugenia Fabra Florit & Iñaki Peña‐Legazkue & Pauline Weritz, 2023. "Sustainability orientation and firm growth as ventures mature," Business Strategy and the Environment, Wiley Blackwell, vol. 32(8), pages 5314-5331, December.
    2. Steffen Foldager Jensen & Jesper Hemdrup Kristensen & Jonas Nygaard Uhrenholt & Maria Camila Rincón & Sofie Adamsen & Brian Vejrum Waehrens, 2022. "Unlocking Barriers to Circular Economy: An ISM-Based Approach to Contextualizing Dependencies," Sustainability, MDPI, vol. 14(15), pages 1-17, August.
    3. Juan Tan & Jinyu Wei, 2024. "Configurational Analysis of ESG Performance, Innovation Intensity, and Financial Leverage: a Study on Total Factor Productivity in Chinese Pharmaceutical Manufacturing Firms," Journal of the Knowledge Economy, Springer;Portland International Center for Management of Engineering and Technology (PICMET), vol. 15(3), pages 13803-13827, September.

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