Abstract
Industry 4.0 is transforming manufacturing environments, with robotics being a key technology that enhances various capabilities. The flexibility of Autonomous Mobile Robots has led to the rise of multi-robot systems in industrial settings. Considering the high cost of these robots, it is essential to determine the best fit of number and type before making any major investments. Simulation and modeling are valuable decision-support tools, allowing the simulation of different setups to address robot fleet sizing issues. This paper introduces a decision-support framework that combines a fleet manager software stack with the FlexSim simulator, helping decision-makers determine the most suitable mobile robots fleet size tailored to their needs. Unlike previous approaches, the developed solution integrates the same real robot coordination software in both simulation and actual deployment, ensuring that tested scenarios accurately reflect real-world conditions. A case study was conducted to evaluate the framework, involving multiple tasks of loading and unloading materials within a warehouse. Five different scenarios with varying fleet sizes were simulated, and their performances assessed. The analysis concluded that, for the case study under consideration, a fleet of three robots was the most suitable, considering relevant key performance indicators. The results confirmed that the developed solution is an effective alternative for addressing the problem and represents a novel technology with no prior state-of-the-art equivalents.

Abstract
PurposeThis study seeks to develop an Environmental Sustainability Balanced Scorecard (ESBSC) articulated through a strategic map for collaborative implementation by municipalities by municipalities. In addition, it aims to elucidate the architecture of this tool.Design/methodology/approachThe research uses qualitative methodology, initiating with document analysis, followed by municipal-level surveys and an interview with the Norte Portugal Regional Coordination and Development Commission (CCDR-N).FindingsThe study constructs an ESBSC that adopts an integrative approach to sustainability, focusing on municipal joint action. The tool fosters synergies and enhances cooperation. By incorporating a strategic mix, the tool contributes to improving the environmental management performance of the participating municipalities.Practical implicationsThis study introduces a tool designed for municipalities that aspire to incorporate environmental sustainability into their strategies. This tool facilitates the implementation and management of a long-term environmental strategy, with potential implications for organization and its culture. In addition, it highlights critical environmental factors that should serve as a starting point in future studies or applications of this tool.Social implicationsInvolving both an academic institution and multiple municipalities, this research identifies critical environmental factors that enhance environmental awareness within municipalities and designs a tool that, when consciously adopted, can influence the culture dynamics of the population involved. Furthermore, it proposes a structured and systematic research method for creating an ESBSC for joint municipal action.Originality/valueTo the best of authors' knowledge, this research constitutes the first exploratory attempt to devise an environmental strategy for joint municipal action. Although the tool emphasizes the environmental component, it promotes an integrated vision of sustainability. Despite the extensive application of balanced scorecards in various organizational contexts, their utilization in fostering environmental sustainability at a municipal level remains underexplored. This study addresses this gap by developing a tailored strategic tool that operationalizes environmental priorities within municipal governance frameworks.

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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.