The Enabling Role of Managerial Practices in R10 Strategies: A Novel Framework for Circular Economy Adoption

Lucrezia  Sgambaro; Davide  Chiaroni

doi:10.55845/joce-2026-41190

Authors

Lucrezia Sgambaro Politecnico di Milano, Department of Management, Economics and Industrial Engineering, Piazza Leonardo da Vinci, 32, 20133, Milano, Italy Author https://orcid.org/0000-0001-6472-222X
Davide Chiaroni Politecnico di Milano, Department of Management, Economics and Industrial Engineering, Piazza Leonardo da Vinci, 32, 20133, Milano, Italy Author https://orcid.org/0000-0001-7451-8927

DOI:

https://doi.org/10.55845/joce-2026-41190

Keywords:

Circular Business Models, Circular Managerial Practices, Circular Strategies, R10

Abstract

The design of a circular business model should be coherent with the circular strategy implemented by the company. Circular managerial practices are the levers to design circular business models coherently with circular strategies. However, the role of circular managerial practices in enabling circular strategies and the coherent design of a circular business model is still unclear. We bridge this gap and develop a novel research framework based on two dimensions: circular managerial practices – for value creation, transfer, capture – and R10 strategies. Leveraging a systematic literature review, our findings unveil eighty-two matches between each circular managerial practice and each R strategy. This study provides a conceptual decision-support framework for managers, helping them to design a circular business model that is consistent with the R strategies to be implemented in their company. We posit that scholars are still focused on investigating strategies characterized by low circularity levels and value creation practices and urge them to move forward.

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