Moral Stakeholder Engagement
Aims. The moral aims of stakeholder engagement
can include legitimate, trustful, fair, responsible, respectful, or sustainability-oriented stakeholder interaction; i.e., stakeholder engagement that aims at fostering morally desirable outcomes through a focus on stakeholder relationships (Kujala et al.,
2022). Our analysis identified that moral stakeholder engagement aims in CE emphasise legitimising CE through active stakeholder involvement and creating the desired attitudes based on moral claims.
Stakeholder engagement that aims at
legitimising CE refers to encouraging stakeholders to adopt common sustainability norms and behaviours that drive CE (e.g., recycling, or compensating negative externalities) (Brown & Bajada,
2018). Stakeholder interactions that actively involve incorporating stakeholders’ needs and interests into CE activities can be aimed at increasing the legitimacy
of CE (Massaro et al.,
2021).
In addition, stakeholder engagement in CE aims at
creating CE-positive mindsets and behaviour. Changing mindsets regarding the value of waste
and effective responses to environmental challenges is a morally desirable goal of stakeholder interactions in CE (Zucchella & Previtali,
2019). These interactions further aim at triggering stakeholders’ motivation to engage in CE for moral purposes, thus going beyond appeals to economic interests (Ki et al.,
2021). Stakeholder interactions aimed at moving beyond a linear economic system can be a starting point for inducing CE-positive behavioural change through stakeholder engagement activities
(Govindan & Hasanagic,
2018).
Activities. Moral stakeholder engagement activities are inclusive and focus on creating societally beneficial long-term partnerships (Kujala et al.,
2022). Moral activities include considering stakeholders’ interests, needs, and capabilities, empowering stakeholders, or taking into account silent and non-visible stakeholders (Kujala et al.,
2022). Our analysis illustrates that moral stakeholder engagement activities
in CE embrace
creating shared values and CE-positive attitudes, emphasising the need for aligned stakeholder network values such as trust in addressing environmental challenges.
Creating shared social and environmental values among circular stakeholder networks is deemed a necessary collective activity for strengthening stakeholder collaboration. The risk of opportunistic stakeholder behaviour, which is high in CE due to the usually large number of heterogeneous stakeholders that are involved, can be reduced by the existence of shared values within circular stakeholder networks (Gandolfo & Lupi,
2021; Moggi & Dameri,
2021). Fostering positive individual and organisational attitudes and behaviours towards sustainability practices (e.g., recycling, repairing, or sharing products) can improve stakeholder collaboration in CE (Brown & Bajada,
2018; Ki et al.,
2021). Essential characteristics of sustainable CE include trust, which stakeholders optimally create through consensus on what a CE network constitutes (Kazancoglu et al.,
2021; Rajala et al.,
2018).
Values and attitudes in circular stakeholder networks need to be aligned among stakeholders. This alignment
implies a change in organisational culture (e.g., self-identity, operational logic) and the collaborative creation of a shared vision
(Frishammar & Parida,
2019; Kazancoglu et al.,
2021; Saha et al.,
2021). For instance, the transformational leadership of circular stakeholder network orchestrators can disrupt long-held beliefs and mental schemes about the linear economy that contradict CE principles (Zucchella & Previtali,
2019). In addition, stakeholders who are willing to join a CE network are optimally motivated to show commitment and align with the network’s values based on moral grounds (Moggi & Dameri,
2021). Consequently, beliefs about moral responsibility may lead stakeholders to rethink their value propositions and strategic goals, contributing to more effective CE (Ki et al.,
2021; Moggi & Dameri,
2021).
Impacts. Moral stakeholder engagement impacts
are related to strengthened stakeholder relationships and include enhanced shared responsibility, goodwill, trust, or fairness (Kujala et al.,
2022). Moral impacts can consist of increased stakeholder value, social and environmental well-being, and giving voice
to stakeholders (Kujala et al.,
2022). We identified that moral stakeholder engagement impacts
in CE emphasise enhanced stakeholder value creation
through shared values and strengthened bonds between stakeholders which safeguard circular stakeholder networks’ morally grounded interest in addressing environmental and societal challenges.
A common value approach that is implemented across circular stakeholder networks, or a shared value-based vision
, enhances stakeholder value creation
(Gandolfo & Lupi,
2021; Moggi & Dameri,
2021). For instance, sourcing and building new partnerships based on social and environmental values can replace a linear customer-value-creation approach based on “best cost sourcing and pricing” and result in sustainable stakeholder value creation
(Gandolfo & Lupi,
2021, p. 3304). Such a value-based approach can increase stakeholders’ environmental consciousness (Zucchella & Previtali,
2019).
Enhanced trust and sense of belonging within circular stakeholder networks due to moral stakeholder engagement can strengthen the bonds between stakeholders and reinforce the network’s boundaries (Moggi & Dameri,
2021; Zucchella & Previtali,
2019). For instance, Moggi and Dameri (
2021) illustrate how a “shell-like” defence composed of inherent network interests pursued by all, including new members, strengthens stakeholders’ sense of belonging to a CE network.
Strategic Stakeholder Engagement
Aims. Strategic stakeholder engagement aims
relate to corporate performance-enhancing goals such as improving firm reputation and value creation
, or safeguarding an organisation’s economic survival (Kujala et al.,
2022). Based on our findings, CE-related strategic stakeholder engagement aims
emphasise improving environmental and economic performance through joint CE implementation based on coordinated and aligned stakeholder interests.
Enhancing corporate performance in CE includes the goal of jointly creating more effective production processes through strengthening professionalism and coordination
across the circular stakeholder network (Batista et al.,
2019). Stakeholder interactions that aim at accessing critical tangible and intangible resources as well as enhancing material resource and recycling value through circular innovation adoption can contribute to improved corporate environmental and economic performance (Batista et al.,
2019; Govindan & Hasanagic,
2018; Kazancoglu et al.,
2021; Saha et al.,
2021).
The strategic aim of
implementing CE through stakeholder engagement encompasses the joint implementation of the CE principles (i.e., narrowing, slowing, and closing the loop) and ensuring an effective transition to CE through coordinating stakeholder value-creation processes (Aslam et al.,
2020; Frishammar & Parida,
2019; Kazancoglu et al.,
2021). The goal of promoting the growth of circular stakeholder networks goes hand in hand with that of increasing strategic advantages through joint CE implementation (Awan et al.,
2021; Batista et al.,
2019; Moggi & Dameri,
2021).
The aim of
aligning and supporting stakeholders to implement CE through stakeholder engagement involves facilitating and developing collaboration between, and supporting, key stakeholders within and beyond industrial boundaries (Batista et al.,
2019; Kazancoglu et al.,
2021). The alignment
of stakeholders through managing complementarities between CE network members allows for effective CE implementation (Zucchella & Previtali,
2019). A functional CE can be achieved through stakeholder engagement that is designed to reduce the likelihood of opportunistic stakeholder behaviour through aligned incentives across the circular stakeholder network (Frishammar & Parida,
2019).
Activities. Strategic stakeholder engagement activities
focus on enhancing firm-centric outcomes. Such activities can include building top management’s commitment to stakeholder engagement or informing stakeholders based on a firm-centric view (Kujala et al.,
2022). Our analysis shows that strategic stakeholder engagement activities
in CE embrace interactions associated with sharing stakeholder networks and optimising CE outcomes through network orchestration and joint innovation processes.
Accessing the resources required for a functioning CE is essential in circular stakeholder networks. In CE, stakeholders share and pool (in-)tangible resources and human capital within the CE network, such as infrastructure
, technology, staff, data, or knowledge (Batista et al.,
2019; Brown & Bajada,
2018; Massaro et al.,
2021; Moggi & Dameri,
2021; Rajala et al.,
2018; Saha et al.,
2021; Zucchella & Previtali,
2019). For instance, stakeholders acquire and share their expertise about circular value-creation processes and environmental sustainability management through CE-based skill training, mutual learning, and information-exchange events within coordinated stakeholder networks (Aslam et al.,
2020; Farooque et al.,
2019; Frishammar & Parida,
2019; Moggi & Dameri,
2021; Saha et al.,
2021).
Stakeholders taking the role of orchestrators of circular stakeholder networks (
orchestrating key stakeholder interactions) is defined as a relevant strategic activity. Orchestrators who balance individual stakeholders’ needs with those of the entire stakeholder network can increase engagement and joint decision-making
among network members (Batista et al.,
2019; Moggi & Dameri,
2021; Zucchella & Previtali,
2019). Balancing stakeholder needs requires identifying, examining, and actively considering stakeholders’ needs and roles in value-creation processes (Frishammar & Parida,
2019; Kortmann & Piller,
2016). Network orchestrators can actively bring stakeholders together and facilitate durable collaboration by sharing a vision
across the CE network or acting as innovation champions (Zucchella & Previtali,
2019).
Innovating value-creation processes in CE as a form of joint stakeholder activity optimises stakeholder interactions and outcomes across the stakeholder network (Gandolfo & Lupi,
2021; Rajala et al.,
2018). Stakeholder interactions can enhance a circular stakeholder network’s value-creation, -delivery, and -capture processes through jointly innovated circular business models
(Frishammar & Parida,
2019; Kazancoglu et al.,
2021). For instance, integrating Industry 4.0 mechanisms such as the Internet of Things (IoT) into value-creation processes enables the creation of hyperconnected stakeholder networks that contain real-time information about value creation
, delivery, and capture (Awan et al.,
2021).
Impacts. The impacts of strategic stakeholder engagement
focus on firm performance and include enhanced (eco-)efficiency, competitive advantage, innovation outcomes, reputation, and corporate autonomy (Kujala et al.,
2022). In circular stakeholder networks, we identify that strategic stakeholder engagement impacts
embrace greater efficiency and an increase in the effectiveness of value-creation processes, both economic and environmental, and better environmental performance through eco-innovation.
Enhanced economic corporate performance results from strengthened stakeholder engagement in circular stakeholder networks. This stakeholder engagement can result in more efficient and effective circular stakeholder network processes (e.g., increased innovation outputs) and hence increase competitive advantage (Alonso-Almeida et al.,
2020; Awan et al.,
2021; Kortmann & Piller,
2016; Moggi & Dameri,
2021; Zucchella & Previtali,
2019). For instance, continuous information exchange about production processes can improve stakeholders’ understanding of how to optimise circular resource flows (Awan et al.,
2021; Farooque et al.,
2019; Massaro et al.,
2021).
Furthermore, enhanced stakeholder engagement can lead to
strengthened sustainability performance within circular stakeholder networks. Durable stakeholder interactions increase flows of recovered resources in value-creation processes, hence reduce waste
and contribute to resource value maximisation (Awan et al.,
2021; Batista et al.,
2019; Brown & Bajada,
2018; Gandolfo & Lupi,
2021; Saha et al.,
2021). Additionally, joint stakeholder value creation
in CE can result in innovative sustainable solutions with a positive impact on the natural environment (Batista et al.,
2019; Massaro et al.,
2021). Finally, frequent stakeholder interactions ensure that environmental performance goals are met and optimised across the stakeholder network (Aslam et al.,
2020; Kazancoglu et al.,
2021; Massaro et al.,
2021).
Pragmatic Stakeholder Engagement
Aims. Pragmatic stakeholder engagement aims include strengthening stakeholder relationships through enhanced collaboration, dialogue, or knowledge co-creation. Further, pragmatic stakeholder engagement seeks to achieve societal change
through collaborative problem-solving (Kujala et al.,
2022). Our research shows that the aims of pragmatic stakeholder engagement in CE highlight that sustainability concerns are best addressed collaboratively based on the motivation of capturing the synergies inherent in stakeholder networks.
The aim of
increasing awareness and acceptance of CE embraces raising awareness of and sustaining long-term interest in CE and its principles. This ensures more proactive stakeholder behaviour regarding CE that collaboratively addresses environmental challenges (Batista et al.,
2019; Farooque et al.,
2019; Kazancoglu et al.,
2021). Pragmatic stakeholder engagement in CE seeks to educate and actively engage stakeholders through building knowledge about CE and environmental challenges (Alonso-Almeida et al.,
2020; Batista et al.,
2019; Gandolfo & Lupi,
2021). It aims at “greening” corporate behaviour by overcoming misunderstandings about CE and related activities (Gandolfo & Lupi,
2021; Govindan & Hasanagic,
2018; Moggi & Dameri,
2021).
Moreover, pragmatic stakeholder engagement in CE aims at
establishing reciprocal and durable stakeholder relationships (Gandolfo & Lupi,
2021; Kazancoglu et al.,
2021). Therefore, stakeholder interactions in CE may seek to create positive synergies between stakeholders by bringing together their effort, skills, knowledge, and expertise in stakeholder value creation
(Batista et al.,
2019; Kortmann & Piller,
2016; Moggi & Dameri,
2021). Further, pragmatic stakeholder engagement seeks to increase alignment
between differing stakeholder goals through active stakeholder involvement (incl. learning processes) in CE activities (Awan et al.,
2021; Moggi & Dameri,
2021; Rajala et al.,
2018). Finally, reciprocal stakeholder relationships depend on stakeholder engagement that seeks to build trust and enhance commitment within circular stakeholder networks to increase the potential of shared benefits (Gandolfo & Lupi,
2021; Rajala et al.,
2018).
The aim of
addressing sustainability concerns collaboratively entails shifting stakeholder engagement towards value co-creation activities through sometimes complex value-creation processes in CE (Awan et al.,
2021). These pragmatic value co-creation activities are aimed at solving environmental, social, and economic problems through stakeholder collaboration (Brown & Bajada,
2018; Moggi & Dameri,
2021).
Activities. Pragmatic stakeholder engagement activities
incorporate wider stakeholder interests by co-creating value, learning with and from stakeholders, and collaboratively tackling social and environmental challenges, among other ways (Kujala et al.,
2022). Our results illustrate that pragmatic stakeholder engagement activities
in CE embrace sensitising stakeholders to CE and identifying and complementing their strengths and resources in a proactive and aligned collaboration environment.
Awareness-raising and informing about CE and environmental responsibility through clear, credible, and relevant information that is accessible to all stakeholders is key to ensuring sustainable CE outcomes (Alonso-Almeida et al.,
2020; Batista et al.,
2019). Openly sharing information and results within the stakeholder network and beyond can foster stakeholder engagement through increasing transparency, trust, CE-relevant knowledge, and commitment to collaboration (Kazancoglu et al.,
2021; Ki et al.,
2021; Moggi & Dameri,
2021). Informing stakeholders about values linked to sustainability and respect for the natural environment allows prejudices about circular products to be countered, such as the perception of the lower quality of products made out of recycled material (Gandolfo & Lupi,
2021). Public communication campaigns, CE product labels, conferences, and education programmes are channels for increasing stakeholders’ CE awareness and knowledge (Alonso-Almeida et al.,
2020; Batista et al.,
2019; Farooque et al.,
2019; Govindan & Hasanagic,
2018; Kazancoglu et al.,
2021).
Examining relationships in circular stakeholder networks includes identifying, understanding, and managing stakeholders and their interests, expectations, behaviours, roles, and power
across the network (Awan et al.,
2021; Massaro et al.,
2021; Moggi & Dameri,
2021). Scrutiny of these dynamics allows stakeholder value-creation processes to be adopted by identifying key stakeholders and complementarities between stakeholders (Batista et al.,
2019; Moggi & Dameri,
2021; Zucchella & Previtali,
2019). For instance, understanding the role of the orchestrators of circular stakeholder networks in facilitating stakeholder interaction can enhance mutual stakeholder value creation
through increasing coordination
and participation
within circular stakeholder networks (Zucchella & Previtali,
2019).
Activating stakeholder participation in a proactive environment of engagement and collaboration in CE enables sustainable value co-creation for the stakeholder network and its members (Chiappetta Jabbour et al.,
2020; Gandolfo & Lupi,
2021; Massaro et al.,
2021; Zucchella & Previtali,
2019). Participative governance models in stakeholder networks (e.g., democratic governance bodies, incl. local communities) facilitate stakeholder participation
in CE (Massaro et al.,
2021; Moggi & Dameri,
2021). Incentivising stakeholders through “hard” aligned institutional initiatives (e.g., tax deductions or subsidies) or formal awards can ensure effective stakeholder participation
too (Alonso-Almeida et al.,
2020; Batista et al.,
2019; Farooque et al.,
2019; Frishammar & Parida,
2019; Moggi & Dameri,
2021). Ensuring the balanced distribution of profits, provision of technical support (e.g., recycling
infrastructure
), or collaboration platforms
(e.g., innovation spaces that include competitors) may further incentivise participation
in circular stakeholder networks (Awan et al.,
2021; Kazancoglu et al.,
2021; Kortmann & Piller,
2016).
Finally,
strengthening and/or aligning stakeholders’ CE expertise, capabilities, and relationships ensures durable stakeholder interaction for sustainable stakeholder value creation
. Implementing an open communication culture within circular stakeholder networks (e.g., transparently communicating roles and responsibilities) sustains relationships and creates trust and confidence among stakeholders through increasing transparency (Chiappetta Jabbour et al.,
2020; Kazancoglu et al.,
2021; Rajala et al.,
2018; Zucchella & Previtali,
2019). Collectively creating circular solutions requires acquiring CE expertise and capabilities that can be developed or strengthened through multi-stakeholder
engagement (Awan et al.,
2021; Batista et al.,
2019). Multi-stakeholder
platforms
serve as a starting point for building partnerships
based on stakeholders’ strengths and knowledge and for developing new value propositions that leverage mutually shared benefits across the stakeholder network (Batista et al.,
2019; Gandolfo & Lupi,
2021).
Impacts. Pragmatic stakeholder engagement impacts
may involve wider social and environmental benefits, the existence of a legitimated and shared vision
among stakeholders, or the organisational justification of values, norms, and objectives (Kujala et al.,
2022). Based on our analysis, pragmatic stakeholder engagement impacts
in CE include an increase in stakeholder sensitivity to sustainability issues and an enhanced effectiveness of stakeholder interactions in proactive engagement environments, resulting in mutually beneficial stakeholder value co-creation.
Increased CE and/or environmental awareness and attitudes can result from stakeholder interactions within circular stakeholder networks that pursue the CE principles of striving for environmentally friendly production and consumption (Farooque et al.,
2019; Kazancoglu et al.,
2021; Moggi & Dameri,
2021). For instance, stakeholder engagement in CE can positively impact sensitivity concerning CE, respect for the natural environment, broader sustainability issues (e.g., the social need for a transition to a low-carbon world), and conscious consumption (Gandolfo & Lupi,
2021; Govindan & Hasanagic,
2018; Kazancoglu et al.,
2021; Massaro et al.,
2021). Consequently, stakeholders’ acceptance of and positive attitudes towards circular solutions are strengthened; thus, the transition from linear towards circular production and consumption behaviour accelerates (Alonso-Almeida et al.,
2020; Ki et al.,
2021).
Moreover,
improvements in the quality of stakeholder relationships result from mutually beneficial interactions within circular stakeholder networks. Stakeholder relationships in CE can lead to enhanced communication and information exchange, reduced information asymmetry, and an increase in the understanding of circular stakeholder network contexts and needs (Kortmann & Piller,
2016; Moggi & Dameri,
2021; Zucchella & Previtali,
2019). Stakeholder network success, through the involvement of heterogeneous stakeholders (e.g., consumers) in stakeholder value-creation activities, enhances stakeholder interconnectedness and commitment, relationship-building, and stakeholder alignment
within the network, and fosters the circular stakeholder network’s operational legitimacy
(Frishammar & Parida,
2019; Ki et al.,
2021; Massaro et al.,
2021; Rajala et al.,
2018; Zucchella & Previtali,
2019).
The
increased involvement of circular stakeholder network members that results from stakeholder engagement boosts successful CE adoption due to the nature
of the CE principles (e.g., recycling
, sharing, remanufacturing) (Chiappetta Jabbour et al.,
2020; Zucchella & Previtali,
2019). Producing and consuming within the planetary boundaries
by implementing CE requires a critical mass of participating stakeholders (Zucchella & Previtali,
2019). For instance, CE works effectively if consumers support it as “working consumers” who actively contribute to stakeholder value co-creation (Alonso-Almeida et al.,
2020; Kortmann & Piller,
2016; Massaro et al.,
2021).
Co-created shared stakeholder value in CE can result from complex, intertwined stakeholder relationships that pursue a mutual value-creation approach (Awan et al.,
2021; Gandolfo & Lupi,
2021; Moggi & Dameri,
2021). Such stakeholder relationships take advantage of complementary activities within the circular stakeholder network to maximise co-created stakeholder value (Brown & Bajada,
2018; Kazancoglu et al.,
2021). This mutually beneficial stakeholder value can result in long-term collaboration, safeguarding access to resources, circular business legitimacy
, and hence sustainable and resilient business activity (Moggi & Dameri,
2021).