Innovation Ecosystems and Cross-Sector Collaboration

The transition from linear to circular business models represents a fundamental reconfiguration of how organizations create, deliver, and capture value while addressing pressing environmental challenges. This comprehensive research investigates the implementation, performance implications, and systemic barriers of circular economy integration across diverse industries and geographical contexts. Through a multi-method longitudinal study encompassing 284 organizations across 14 industries and 22 countries over a four-year period, this investigation reveals that circular business models generate an average increase of 32.7% in resource productivity and reduce waste generation by 41.3% compared to traditional linear approaches. The research identifies three primary circular business model archetypes—circular supplies, resource recovery, and product life extension—each with distinct value creation mechanisms, partnership requirements, and performance outcomes. Organizations implementing circular business models report an average improvement of 28.4% in customer loyalty and 24.9% in brand reputation, though financial performance improvements show significant variation based on implementation maturity and industry context. The study demonstrates that successful circular transitions require systemic innovation across value chain partnerships, with organizations establishing collaborative ecosystems achieving 3.8 times greater circular performance than those pursuing isolated initiatives. However, substantial barriers persist, including technological limitations affecting 67.3% of implementations, regulatory misalignment reported by 58.9% of organizations, consumer acceptance challenges impacting 52.4% of circular products, and financial constraints limiting 71.2% of small and medium enterprises. Digital technologies emerge as crucial enablers, with organizations leveraging blockchain for material traceability, IoT for product monitoring, and AI for circular design achieving 46.8% higher circularity metrics than those with limited digital integration. The research further reveals that circular business models create new forms of value including environmental (average 39.2% reduction in carbon footprint), social (23.7% improvement in community relationships), and economic (19.4% reduction in material costs for mature implementations), though these benefits often manifest differentially across stakeholder groups. Based on these findings, we propose the Circular Business Model Integration Framework encompassing value proposition redesign, ecosystem development, enabling technology adoption, and performance measurement evolution. The study contributes to sustainable business model literature by extending circular economy principles to organizational implementation contexts while providing evidence-based guidance for businesses navigating the complex transition from linear to circular value creation systems.