Abstract

Abstract

Abstract
The Circular Economy, an alternative to the linear make-use-dispose system, promotes sustainable development through novel business models. Thus, Circular Business Models emerge as systems that minimize resource input and waste by slowing, closing, and narrowing material and energy loops. Circular Startups play a crucial role in the transition to a Circular Economy. Despite their significance, there is a research gap in how these companies scale. Moreover, the slow transition is attributed to the limited scalability of Circular Business Models, which leads to the need to scale current practices. The present study aims to fill this gap by defining a typology of scalability strategies employed by circular startups. A qualitative case studies methodology is adopted, using document analysis and semi-structured interviews conducted in the context of the European project SoTecIn Factory. This research identifies five scalability strategies used by Circular Startups-impact, commercial, ecosystem, institutional and cultural-with the commercial strategy being the main focus in terms of growth approach. The findings underline a strong commitment across the observed value chains to minimize environmental impact, enhance social welfare, and foster economic growth. Other key findings reveal the presence of R-imperatives across different value chains, leading to industry-specific approaches. In addition to the theoretical contribution, this research can support sustainable growth by practitioners in their scaling efforts, thus, accelerating the circular transformation. © 2025 The Authors.

Abstract
Although recent studies have recognised that sustainability and resilience should be considered part of the same efforts in the context of a transformative perspective, research combining both constructs is still scarce. This study adopts a comprehensive perspective that acknowledges that maintaining business continuity (through persisting, adapting or transforming), to reduce long-term risks is a common aspect of sustainability and resilience. It aims to identify strategies to be applied by companies and SCs in order to increase their social, environmental and economic sustainability, as well as their ability to be ready, respond and recover from unexpected events. Considering that the actions and strategies to deal with sustainability and resilience can be different and eventually paradoxical, this work applies the organizational ambidexterity approach as a theoretical background.

Abstract
This project focuses on the development and implementation of a Mini Learning Factory (Mini LF) 5.0, aligned with the principles of Industry 5.0, Cyber-Physical Systems (CPS), and Open Design. Industry 5.0 emphasizes human-centric innovation, fostering collaboration between humans and machines while promoting sustainability. CPS facilitates the integration of the physical and digital realms, enabling more agile and flexible production processes. Open Design plays a pivotal role by encouraging collaborative participation, transparency, and the democratization of knowledge, which leads to more personalized and sustainable solutions in product and service design. The research adopts the Design Science Research (DSR) methodology, involving problem identification, artifact development, evaluation, and iterative improvement. The goal is to create a replicable, low-cost training environment that equips students with practical skills in line with Industry 5.0's requirements. The Mini LF 5.0 also aims to explore new methods for human-machine interaction, collaborative communication, and sustainable production, while ensuring the technical and financial viability of the project for wider adoption. © 2025 The Authors.

Abstract
E-commerce growth is driving the need for novel, more sustainable last-mile delivery strategies. One potential strategy is based on setting up a mobile-depot from where last-mile deliveries are conducted using cargo bikes. This research explores the impacts of this strategy through a microscopic traffic simulation based on a medium-sized European city. The strategy was evaluated at three levels: operational (route length and duration), energy consumption, and emissions. The results showed that adopting a last-mile delivery strategy based on a mobiledepot and cargo bikes leads to significant benefits in terms of energy consumption and emission, which decrease by more than 80 %, but imply lengthier (+49 %) and more time-consuming (+14 %) routes compared to a traditional parcel delivery strategy.