Identification of network and collaboration-related challenges of CE
| Network and collaboration-related challenges in CE transitions identified in the existing literature | Reference | Identified category of the challenge |
|---|---|---|
| Operational barriers related to lack of infrastructure to close the loop | Khan et al. (2022) | Need for new actors, resources and activities |
| Technological challenge related to lacking infrastructure of waste management | Grafström and Aasma (2021) | Need for new actors, resources and activities |
| Difficulties to close the loop when many necessary actors are outside the scope of the traditional value chain, sometimes even transcending across industries | Kanda et al. (2021) | Need for new actors, resources and activities |
| The struggles of coordinating interorganizational activities that formerly were considered to be too different to be coordinated such as previously unrelated activities across industries | Harrison et al. (2023a, b) | Need for new actors, resources and activities |
| Firms need to change from being firm-centric to becoming network-centric and think of more than gains and losses of the single firm | Khan et al. (2022) | Holistic multi-actor collaborations |
| Division of costs and benefits related to collaboration in the network at different levels (micro-meso-macro) | Khan et al. (2022) | Holistic multi-actor collaborations |
| Social challenge related to weak cooperation throughout the supply-chain | Grafström and Aasma (2021) | Holistic multi-actor collaborations |
| CE implementations are challenging due to different stakeholders’ interests, expectations, and influence | Toth-Peter et al. (2023) | Holistic multi-actor collaborations |
| Limits of governance and management: Intra-organizational and intra-sectoral management of interorganizational and intersectoral physical flows of materials and energy | Korhonen et al. (2018) | Holistic multi-actor collaborations |
| Managing collaborations of a wide variety of stakeholders with often different interests and worldviews | Dzhengiz et al. (2023) | Holistic multi-actor collaborations |
| Resource-intensive infrastructure causing lock-in and path dependence | De Jesus and Mendonça (2018) | Restructuring existing networks |
| Technical solutions for CE often have limited practical application due to economic and market limitations | De Jesus and Mendonça (2018) | Restructuring existing networks |
| Limits posed by path-dependency and lock-in: first technologies retain their market position despite in-efficiency | Korhonen et al. (2018) | Restructuring existing networks |
| New CE business models necessitates interorganizational cooperation and interorganizational sustainability management which require clarifying; who is the leader in the network, who bears the biggest responsibility, who gains the most from the network operation, who loses the most if the project is unsuccessful or faces the biggest risks, what is the overall budget of the network, who controls it and which actors contribute to it, what is the network decision-making platform, who organizes it etc. | Korhonen et al. (2018) | Restructuring existing networks |
| Structural barriers such as unclear distribution responsibility and changes in supply chains causing disruptions | Khan et al. (2022) | Restructuring existing networks |
| Integration of CE strategies transcends the business boundaries, which requires mobilization and integration of other actors making the coordination problematic | Toth-Peter et al. (2023) | Restructuring existing networks |
| Network and collaboration-related challenges in CE transitions identified in the existing literature | Reference | Identified category of the challenge |
|---|---|---|
| Operational barriers related to lack of infrastructure to close the loop | Need for new actors, resources and activities | |
| Technological challenge related to lacking infrastructure of waste management | Need for new actors, resources and activities | |
| Difficulties to close the loop when many necessary actors are outside the scope of the traditional value chain, sometimes even transcending across industries | Need for new actors, resources and activities | |
| The struggles of coordinating interorganizational activities that formerly were considered to be too different to be coordinated such as previously unrelated activities across industries | Need for new actors, resources and activities | |
| Firms need to change from being firm-centric to becoming network-centric and think of more than gains and losses of the single firm | Holistic multi-actor collaborations | |
| Division of costs and benefits related to collaboration in the network at different levels (micro-meso-macro) | Holistic multi-actor collaborations | |
| Social challenge related to weak cooperation throughout the supply-chain | Holistic multi-actor collaborations | |
| CE implementations are challenging due to different stakeholders’ interests, expectations, and influence | Holistic multi-actor collaborations | |
| Limits of governance and management: Intra-organizational and intra-sectoral management of interorganizational and intersectoral physical flows of materials and energy | Holistic multi-actor collaborations | |
| Managing collaborations of a wide variety of stakeholders with often different interests and worldviews | Holistic multi-actor collaborations | |
| Resource-intensive infrastructure causing lock-in and path dependence | Restructuring existing networks | |
| Technical solutions for CE often have limited practical application due to economic and market limitations | Restructuring existing networks | |
| Limits posed by path-dependency and lock-in: first technologies retain their market position despite in-efficiency | Restructuring existing networks | |
| New CE business models necessitates interorganizational cooperation and interorganizational sustainability management which require clarifying; who is the leader in the network, who bears the biggest responsibility, who gains the most from the network operation, who loses the most if the project is unsuccessful or faces the biggest risks, what is the overall budget of the network, who controls it and which actors contribute to it, what is the network decision-making platform, who organizes it etc. | Restructuring existing networks | |
| Structural barriers such as unclear distribution responsibility and changes in supply chains causing disruptions | Restructuring existing networks | |
| Integration of CE strategies transcends the business boundaries, which requires mobilization and integration of other actors making the coordination problematic | Restructuring existing networks |
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