The circular economy (CE) has rapidly emerged as a pivotal concept in sustainability and organizational change, representing a departure from the traditional linear “take-make-dispose” economic model (Piispanen et al., 2022). In the CE, firms fundamentally transform their production systems and supply chains from linear to circular models by reusing waste and surplus resources as inputs for new products (Arranz et al., 2024). Such a shift is far more than a technical upgrade. It requires organizations to redefine their business objectives and strategies. Indeed, scholars argue that CE should become a core business objective, replacing the linear model of “take, make, use and discard” with circular practices at the heart of corporate strategy (Arranz et al., 2024).
This transformation is intrinsically linked to organizational change management; companies must redesign processes, adopt new business models and cultivate cultures that prioritize resource longevity and waste minimization (Lewicka et al., 2025). As organizations pivot toward circularity, they play an essential role in fostering sustainable innovation, diffusing circular practices through supply networks and influencing consumer norms.
However, technical innovations and new business models alone do not guarantee a successful transition to the CE. Human and behavioral factors within organizations and markets play a critical role in shaping the adoption and effectiveness of circular practices (Glińska-Neweś et al., 2025). Recent research highlights that implementation of CE initiatives often focuses on technological or “hard” aspects while overlooking the “soft” social and behavioral dimensions, such as organizational culture and human factors (Suarez-Visbal et al., 2024). This gap underscores the importance of understanding how behaviors, mindsets and decision-making processes can catalyze circular transformations (Lehtimäki et al., 2023a, b). In fact, although the need for behavior change is frequently acknowledged in sustainability discourse, in-depth engagement with the behavioral drivers of CE actions remains limited (Colley et al., 2024; Glińska-Neweś and Ulkuniemi, 2024). Issues like employee buy-in, leadership support, consumer acceptance and societal norms ultimately determine whether circular business models thrive or languish. Thus, exploring behavioral insights in tandem with CE strategies is both timely and necessary.
This special issue addresses that need by examining the intersection of CE and behavioral science within the context of organizational change management. In this editorial, we outline the relevance of the CE for organizations and identify key behavioral themes that emerge across the contributing articles. We then discuss how these themes advance our understanding of organizational change toward sustainability, and we suggest directions for future research. By integrating behavioral insights with CE practices, we aim to illuminate how organizations can more effectively drive sustainable change. The ultimate goal is to encourage both scholars and practitioners to embrace a more holistic approach that marries technological innovation with behavioral and cultural transformation for CE adoption, thereby enhancing the prospects for long-term organizational and ecological resilience.
Thematic framing of the special issue
The contributions in this special issue collectively highlight how behavioral insights can enrich our understanding of CE transitions at individual, organizational and network levels. They reflect a growing recognition that successful circular transformations hinge not only on policies and technologies but also on leadership behaviors, emotional engagement, consumer action and inter-organizational dynamics.
Musova et al. (2025) conduct a bibliometric analysis that reveals a significant gap in the integration of behavioral perspectives within CE research. They highlight the need for stronger interdisciplinary connections between sustainability science and behavioral theory. Khan and Soomro (2025) explore how leadership commitment and dynamic capabilities enhance employee adaptability. Their study shows that organizational flexibility reinforces this effect, offering practical implications for internal readiness in adopting circular practices.
Rana et al. (2025) examine the behavioral mechanisms through which sustainable reverse logistics improves environmental performance. They find that resource commitment mediates this relationship and that organizational learning capability amplifies it. Yao et al. (2025) focus on the emotional dimension of behavioral change, demonstrating that eco-guilt promotes green creative behavior, particularly when employees are involved in green tasks and supported with adequate resources.
Arshad et al. (2025) investigate how inclusive leadership fosters employee green behavior. Their study confirms that sustainable human resource practices mediate this relationship and that managerial commitment to change enhances its strength. Yetkin Ozbuk and Oktay Bayhan (2025) provide a systematic literature review applying the stimulus-organism-response model to circular consumption. They identify how marketing stimuli and internal cognitive factors interact to shape behavioral intentions and consumer responses.
Hasche et al. (2025) introduce a conceptual framework using the industrial marketing and purchasing theory to explain how network change occurs in CE transitions. They emphasize behavioral constructs such as interconnectedness, embeddedness and adaptation to understand collaboration across organizations. Sawangchai et al. (2025) examine how green self-efficacy, environmental consciousness and advocacy influence green purchasing behavior. Their findings highlight the growing influence of consumer values in supporting circular business models.
Collectively, these articles highlight the critical role of behavioral factors in the success of CE initiatives. By incorporating emotional, cognitive, leadership and relational dimensions, they offer a more comprehensive understanding of how circularity can be effectively embedded within organizations, markets and broader society.
Discussion and research directions
The behavioral dimensions of the CE provide a critical yet often underexplored lens through which to understand organizational change. This special issue builds on the premise that the transition to circularity is not merely about systems or technologies but fundamentally a matter of human behavior, mindset and culture. Organizational structures, consumer attitudes, social norms, cognitive biases and the mechanisms of communication and learning all interact to determine whether circular initiatives succeed or falter.
Theoretically, this calls for more integrative frameworks that combine insights from behavioral science, change management, environmental psychology and sociology. Traditional models of organizational change must be extended to accommodate the behavioral dynamics that influence how circular practices are introduced, adopted and institutionalized. Recognizing that the content, process and context of change are all behaviorally mediated can help clarify why some circular initiatives are internalized, while others face resistance. Multi-level approaches that link individual behavior to organizational routines and broader institutional pressures appear especially promising.
From a practical standpoint, behavioral insights can inform more targeted and effective interventions. Diagnostic tools that reveal behavioral bottlenecks, such as lack of motivation, present bias or misaligned incentives, can guide the design of more refined solutions. These may include nudges, educational strategies or structural adjustments that align with how people actually act and decide. Importantly, successful change is often achieved by combining technical solutions with behavioral strategies, creating interventions that are both structurally sound and psychologically resonant.
Looking forward, several research directions deserve attention. Longitudinal studies could shed light on how behavioral change in organizations unfolds over time and in different phases. Experimental work in real-world settings can test the effectiveness of various behaviorally informed strategies under diverse cultural and organizational contexts. Interdisciplinary collaboration is essential for crafting comprehensive solutions that merge technological innovation with human-centered design. Furthermore, a greater focus on the role of institutional and policy environments can reveal how external incentives and governance structures shape internal behavioral dynamics.
Methodologically, mixed-method approaches combining qualitative insights with quantitative measurement will be essential. Participatory research and action-oriented studies can bridge theory and practice, ensuring that research contributes directly to the implementation of sustainable practices. Future inquiries should also remain attentive to issues of equity, ethics and inclusivity, ensuring that behavioral strategies support fair and just transitions to circularity.
Concluding remarks
The CE represents not only a technical shift in resource use but also a broader cultural transformation. At the core of this transformation is the challenge of human behavior, particularly how individuals, teams and organizations think, make decisions and act in response to sustainability imperatives. Integrating behavioral insights into the design and management of circular transitions is therefore both a scholarly priority and a practical necessity.
Behavioral strategies can enable organizations to move beyond awareness and intent toward meaningful and sustained change. They provide tools for addressing resistance, increasing participation and embedding new norms and routines. When embedded thoughtfully into organizational strategies, such insights strengthen both organizational adaptability and environmental resilience.
This special issue underscores that realizing the promise of the CE will depend not only on the systems and technologies we build but also on the people who animate them. Managing change for circularity, then, must include managing change in beliefs, behaviors and cultures. As research and practice continue to evolve, integrating behavioral perspectives will be indispensable for ensuring that CE goals translate into durable outcomes. By centering the human factor, we lay the groundwork for a future where circularity becomes not just an aspiration but a lived, enduring reality.
We thank all the authors for their valuable contributions and the reviewers for their constructive and timely feedback. We are especially grateful to Professor Emeritus Slawomir Magala, Editor-in-Chief and Professor Beata Glinka, Deputy Editor of the Journal of Organizational Change Management, for their support and trust in this special issue. Our sincere thanks also go to the journal's editorial and production team for their excellent coordination and assistance throughout the process. This issue is the result of a shared effort, and we deeply appreciate everyone who helped make it possible.
