The circular economy is a key issue for any company, city, or institution. The linear economy model, based on "take, make, use and waste" of products and resources, has discarded potentially valuable resources and caused serious contamination problems. In contrast, the circular economy (CE) model is a strategic paradigm whose purpose is to regenerate and conserve resources through closed material loops and the sustainable use of energy in its processes. Therefore, a growing number of companies are applying different tools and techniques to implement the CE principles to innovate their products, services, and processes, achieving promising results. Thus, the main objective of this study is to suggest an implementation model named ¿Circular clock¿ based on a set of tools and techniques which firms may use for implementing CE.

The implementation of activities close to the circular economy (CE), such as environmental management system (EMS) and cleaner production (CP) practices, and their relationships, are expected to have positive effects on the circular and sustainability performance. However, current research has provided results in which the effects are diffuse, contradictory, or even negative in some cases. Given the need for more consensus on the relationship between CE-related practices and sustainability performance, we investigated the effect of EMSs and CP prac-tices, and their interactions on companies' circular and sustainability performance. This longitudinal study used official Colombian government data of 1544 manufacturing companies from 2012 to 2019, considering impact assessment and structural equation modeling. Our results clarify which elements of circular and sustainability performance have and have not been affected by the implementation of these practices and their interactions, highlighting important challenges for theory, practice, and society. In this regard, manufacturing companies that adopt EMSs, CP or both practices obtain benefits related to the sale of certain waste, the reuse of water and the creation of green jobs and improvements in their organizational performance. However, adopting such practices does not necessarily imply waste circularity. Moreover, our findings guide management decision-making on which practices to implement to achieve better performance. We also evidence limited sustainable value creation by industries in social terms. Finally, we recommend the strategic implementation of CE and the development of new business models enabled by systemic eco-innovations and technology for sustainable value creation.

Purpose: The circular economy has multiple benefits and opportunities to achieve sustainability and a better future for the next generations. The purpose of this paper is to propose a methodology that guides step-by-step any industrial SMEs in the transition from the linear to a circular model. Small and medium enterprises (SMEs) have a crucial role in the sustainable development transition, considering that they represent most of the world's companies. Design/methodology/approach: To develop this methodology, two research techniques were used: a focus group and storyboarding. Findings: The resulting methodology, called Ecopyme, comprises five steps: 1) Firm identity, 2) Diagnosis, 3) Planning, 4) Get the ball rolling, and 5) Assessment and feedback. In addition, two key criteria that must be included in the whole process were identified: value creation in the firm through a circular economy and organization commitment from the top management to the staff. Research limitations/implications: The Ecopyme methodology has two limitations: It does not propose either implementation tools or involve consumers and actors at the meso (e.g., eco-industrial parks) and macro (e.g., cities, provinces, countries) levels. Practical implications: This study will help policymakers understand the SMEs' perspective and remove barriers that may hinder the paradigm shift. The methodology is also a useful tool for consultants and entrepreneurs to incorporate the circular economy (CE) principles into their business. Originality/value: In the CE literature, little attention has been paid to proposing a structured methodology to implement CE in SMEs. Thus, the study provides a step-by-step methodology that guides any industrial SMEs to transition from linear to circular. Also, it provides additional evidence concerning the importance of human commitment in changing firms' paradigm because people can encourage the adoption of responsible production practices if firms commit CEOs, sustainability managers, and staff.

Purpose The European Ecolabel (EU Flower) has the mission to encourage cleaner production and influence consumers to promote Europe's transition to a circular economy. Nonetheless, little is known about EU Ecolabel evolution; it is not clear what the drivers that encourage its implementation are. Thus, this study aims to assess the growing acceptance of the EU Ecolabel in the European Union, and Spain more specifically, by examining product and service categories and geographical regions. Methods The methodological approach taken in this study is a mixed methodology based on the triangulation method by consulting the EU Ecolabel scheme database, EU Ecolabel delegates from some autonomous regions, and the academic literature. Also, a geographic analysis was run in the ArcGIS Software with data about the accumulation of licenses assigned in 2016. Results and discussion The analysis shows that most products in Spain that have been awarded the EU Ecolabel belong to the following categories: Do-It-Yourself Products (paint and varnish), Paper Products, Cleaning Up Products, and Electronic Equipment. At the same time, the study showed that this ecolabel faces significant obstacles in its diffusion, such as the competition with environmental labels launched previously in Europe and other regional labels. Conclusions The results of this study indicate the existence of five drivers that may encourage the implementation of EU Flower in a region: (1) public management, (2) communication strategy, (3) sustainable public procurement criteria, (4) local income per capita, and (5) international trade incentives. Finally, this study provides essential recommendations for policymakers to trigger ecolabeling practices such as the need to improve the understanding of the EU ecolabel impact in different levels of activity, which means countries, regions, industrial clusters, firms, and consumers. Also, this investigation identifies areas for further research, and it expresses the need to develop business case studies about ecolabeling with the objective to visualize this phenomenon as an eco-innovation process.

Small and medium enterprises (SMEs) are key actors in the implementation of the circular economy (CE) concept as a basis for creating sustainable societies. Thus, the main objective of this study is to identify key strategies and resources that may favor CE implementation in SMEs. These key strategies should encourage SMEs to develop eco-innovations to gain competitive advantage and create and capture value that is coherent with nature. A mixed-method approach that consisted of a literature review and a focus group for gathering qualitative data was used. This focus group was made up of experts such as researchers and practitioners from universities, sustainable SMEs, and consultancy firms in Spain. A set of strategies and internal and external factors were identified to help SMEs to implement the CE. Finally, some useful dynamic capabilities for implementing the CE in business performance were identified.

The important role of Small and Medium Enterprises (SMEs) in most economies underpins this research, which develops an empirical analysis that allows us to explore the potential for implementation of the Circular Economy in SMEs and the barriers and opportunities they may distinguish from it. To that end, a survey was carried out in Navarra and the Basque Country, Spain. The main results show that companies are focused on complying with the law and, in many cases, they are worried about their company's image. Moreover, they do not tend to be committed to environmental issues because they do not think it would increase their profits and competitiveness. The focus on cost savings became clear from the Factor Analysis applied to the Take-Transform and Recovery phases of the Circular Economy. In this sense, three factors were associated with the companies' perception of the Circular Economy: 1) Material Provision, 2) Resources' Reutilization and 2) Financial Advantage. With regard to the barriers, another Factor Analysis suggested two different categories of barriers: Hard barriers and Human-based barriers, each requiring different strategies for addressing them, must be considered. Finally, the study briefly examines the integration opportunities between SMEs with other companies and industry associations or clusters to develop industrial symbiosis and close their materials loop. (C) 2018 Elsevier Ltd. All rights reserved.

La Economía Circular se ha convertido en un tema de gran interés para los legisladores, académicos y empresarios, ya que se muestra como un nuevo paradigma para lograr la sostenibilidad de nuestra sociedad. Sin embargo, los principales esfuerzos en la Economía Circular no pueden reducirse a actos de profesionales o de expertos. Consideramos que, si pretendemos satisfacer las necesidades actuales sin comprometer la capacidad de las generaciones futuras para satisfacer sus propias necesidades, tenemos que enseñar a las generaciones actuales los principios para lograr la sostenibilidad económica, social y ambiental a corto, medio y largo plazo. Este artículo destaca el uso de actividades participativas en lugar de cursos tradicionales para enseñar e involucrar a estudiantes de ingeniería con las prácticas de economía circular.

The circular economy has become an important issue in recent years because it makes sustainable development feasible by creating value in the economy and by closing the energy and materials loops. However, since most companies continue to operate under a linear model, it is particularly important to start providing companies with tools that facilitate their shift to the circular paradigm. The main objective of this research is to establish the key elements that are necessary for assessing the level of circular economy implementation. To that end, the Delphi method is used to validate and define the key elements of three categories: circular economy fields of action, industrial symbiosis, and environmental certifications. As a result, this study identifies the key elements that assess the degree of circular economy implementation and that allows small and medium-sized enterprises to understand where they are and what they need to do to improve their performance.

The growing importance of the concept of the circular economy as a way to attain sustainable development has encouraged scholars to propose different ways to understand it. Given the large number of studies done on the circular economy, their differing approaches and their multiple applications, this paper attempts to propose a consensus view of the basic notions of the circular economy framework and highlight its relationship with eco-innovation. To that end, this study carried out a systematic literature review that resulted in four main outputs: a knowledge map of the circular economy, an analysis of the main notions of the concept, principles, and determinants of a circular economy. Finally, this study brings to light some remarkable examples of eco-innovations developed for implementation in the circular economy. (C) 2017 Elsevier Ltd. All rights reserved.

This book aims to introduce the Circular Economy to companies, in order to understand its origin, principles and benefits. The book presents a methodology to approach the Circular Economy in a systematic way. The guide is structured in four chapters that show the steps to help organizations on their way to the Circular Economy. The chapters are: 01. Transition to the Circular Economy, 02. Fields of Action in the Circular Economy, 03. Implementation methodology, 04. Tools for developing the Circular Economy. The methodology follows the improvement cycle, based on 1. Diagnosis, 2. Opportunity analysis, 3. Implementation plan, 4. Evaluation and feedback. The last chapter also presents a set of tools to help companies in their way to the Circular Economy

Vivimos en un maravilloso planeta, en el que hemos conseguido la tecnología necesaria para alcanzar altos niveles de bienestar y alargar la esperanza de vida humana. Este avance tecnológico ha cambiado radicalmente nuestra forma de vivir y relacionarnos con el planeta. En concreto, el consumo de energía a partir de combustibles fósiles ha ocasionado una serie de cambios ambientales con consecuencias potenciales como inundaciones, tormentas, sequías, aumento del nivel del mar y extinción masiva de especies. Pero éste no es el único aspecto en el nuestra actividad industrial y social está influyendo. Ya conocemos muchos datos que nos alertan de las consecuencias de nuestro desarrollo.

Most companies operate on a linear economy that consists of ¿take, make, use and waste.¿ However, the growing impact of industries¿ emissions on the environment has aroused global concerns about their activities. As a result, companies are increasingly aware of the importance of implementing a circular economy (CE) with environmental, social and economic beneficial results. In this transition to a circular system, companies will need guidance, especially in the case of small and medium-sized enterprises (SMEs), which are the predominant type of company in the Organisation for Economic Co-operation and Development (OECD) area. Taking this into account, the objective of this chapter is to provide SMEs with a methodology to understand the value of CE for their corporate strategy, diagnose their business and design an action plan to facilitate the transition to the CE, allowing them to create value and gain a competitive advantage in the market. The CE could be addressed through six fields of action: take, make, distribute, use and recover goods and materials (Park et al. in J Clean Prod 18:1492¿1499, 2010; Stahel in Nature 24:6¿9, 2016), and a transversal field of action called industrial symbiosis. These six fields of action are the methodology¿s backbone. The CE methodology for an SME consists of the following steps: Diagnose the company¿s situation, through reflection on the current value proposal, the stakeholders and a preliminary diagnosis regarding its level of CE application through a proposed diagnosis tool. Analyze barriers and opportunities derived from the application of the CE. Propose a CE implementation plan. This chapter will explain, the process followed, and the various results obtained in the rubber-metal company. The proposed methodology makes an important contribution to SMEs¿ professionals regarding the step-by-step implementation of the CE using a real case that shows how to identify, plan and capitalize on the opportunities of the circular economy. The case study reveals how SMEs can start implementing the paradigm shift through environmental strategies that do not usually require high amounts of financial resources or technology. Moreover, the case study also highlights the relevance of the CE for creating value and a competitive strategy in the market.