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 Circular Economy for the
Management of Operations
Mathematical Engineering, Manufacturing, and
Management Sciences
Series Editor: Mangey Ram
Professor, Assistant Dean (International Affairs),
Department of Mathematics, Graphic Era University, Dehradun, India

The aim of this new book series is to publish the research studies and articles that
bring up the latest development and research applied to mathematics and its appli-
cations in the manufacturing and management sciences areas. Mathematical tool
and techniques are the strength of engineering sciences. They form the common
foundation of all novel disciplines as engineering evolves and develops. The series
will include a comprehensive range of applied mathematics and its application in
engineering areas such as optimization techniques, mathematical modelling and
simulation, stochastic processes and systems engineering, safety-critical system
performance, system safety, system security, high assurance software architecture
and design, mathematical modelling in environmental safety sciences, finite element
methods, differential equations, reliability engineering, etc.

Circular Economy for the Management of Operations

Edited by Anil Kumar, Jose Arturo Garza-Reyes, and Syed Abdul Rehman Khan

Partial Differential Equations: An Introduction

Nita H. Shah and Mrudul Y. Jani

Linear Transformation
Examples and Solutions
Nita H. Shah and Urmila B. Chaudhari

Matrix and Determinant

Fundamentals and Applications
Nita H. Shah and Foram A. Thakkar

Non-Linear Programming
A Basic Introduction
Nita H. Shah and Poonam Prakash Mishra

For more information about this series, please visit: https://www.routledge.com/

Mathematical-Engineering-Manufacturing-and-Management-Sciences/book-series/
CRCMEMMS
 Circular Economy for the
Management of Operations

Edited by
Anil Kumar, Jose Arturo Garza-Reyes,
and Syed Abdul Rehman Khan
First edition published 2021
by CRC Press
6000 Broken Sound Parkway NW, Suite 300, Boca Raton, FL 33487-2742
and by CRC Press
2 Park Square, Milton Park, Abingdon, Oxon, OX14 4RN
© 2021 Taylor & Francis Group, LLC
CRC Press is an imprint of Taylor & Francis Group, LLC
The right of Anil Kumar, Jose Arturo Garza-Reyes and Syed Abdul Rehman Khan to be identified as
the authors of the editorial material, and of the authors for their individual chapters, has been asserted in
accordance with sections 77 and 78 of the Copyright, Designs and Patents Act 1988.
Reasonable efforts have been made to publish reliable data and information, but the author and pub-
lisher cannot assume responsibility for the validity of all materials or the consequences of their use.
The authors and publishers have attempted to trace the copyright holders of all material reproduced in
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obtained. If any copyright material has not been acknowledged please write and let us know so we may
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Library of Congress Cataloging‑in‑Publication Data

Names: Anil Kumar, K. (Anthropologist), editor. | Garza-Reyes, Jose Arturo,

editor. | Khan, Syed Abdul Rehman, 1987- editor.
Title: Circular economy for the management of operations / edited by Anil
Kumar, Jose Arturo Garza-Reyes, and Syed Abdul Rehman Khan.
Description: First edition. | Boca Raton, FL : CRC Press, 2021. | Series:
Mathematical engineering, manufacturing, and management sciences |
Includes bibliographical references and index.
Identifiers: LCCN 2020035629 (print) | LCCN 2020035630 (ebook) | ISBN
9780367422516 (hardback) | ISBN 9781003002482 (ebook)
Subjects: LCSH: Operations research. | Waste minimization. |
Industries--Environmental aspects. | Social responsibility of business.
Classification: LCC TS57.6 .C525 2021 (print) | LCC TS57.6 (ebook) | DDC
658.4/034--dc23
LC record available at https://lccn.loc.gov/2020035629
LC ebook record available at https://lccn.loc.gov/2020035630

ISBN: 978-0-367-42251-6 (hbk)

ISBN: 978-1-003-00248-2 (ebk)

Typeset in Times LT Std

by KnowledgeWorks Global Ltd.
Contents
Preface.......................................................................................................................ix
Acknowledgements................................................................................................... xv
Editor biographies...................................................................................................xvii
Contributors.............................................................................................................xix

SECTION 1 C
 onceptual Understanding
and Adoption Challenges
of Circular Economy Practices
Chapter 1 The Conceptual Model Framework for the Role of Human
Resources in the Adoption of the Circular Economy:
A Content Analysis Approach...............................................................3
Priyanka Sihag, Aastha Dhoopar, Anil Kumar,
and Ashok Kumar Suhag

Chapter 2 Closing Loops, Easing Strains: Industry 4.0’s Potential for

Overcoming Challenges of Circularity in Manufacturing
Environments...................................................................................... 23
Lucas López-Manuel, Fernando León-Mateos,
and Antonio Sartal

Chapter 3 Reporting for New Business Models: The Challenge

to Support the Circular Economy........................................................ 49
Elaine Conway

SECTION 2 A
 chieving Sustainability through
Circular Economy Practices
Chapter 4 Sustainability Through Green Manufacturing Systems:
An Applied Approach......................................................................... 69
Mahender Singh Kaswan, Rajeev Rathi, and Ammar Vakharia

Chapter 5 Circular Economy: Assessing a Progress of Resources Efficient

Practices in Hotel Industry.................................................................. 89
Mudita Sinha and Leena N. Fukey
v
vi Contents

Chapter 6 A Governance-Practice Framework for Remanufacturing

in the Indian Automobile Sector....................................................... 119
Shikha Verma and Anukriti Dixit

SECTION 3 A
 pplications of Advanced Methods
in the Adoption of Circular
Economy Practices

Chapter 7 Fuzzy Global Criterion Method for Solving Multiobjective

Sustainable Supplier Selection Problem............................................ 139
Nurullah Umarusman

Chapter 8 Sustainability and OEE Gains in Manufacturing Operations

Through TPM.................................................................................... 173
Mukesh Kumar, Vikas Kumar Choubey, Rahul S. Mor,
and Sarbjit Singh

Chapter 9 A Multi-Criteria Decision-Making Model for Agricultural

Machinery Selection.......................................................................... 187
Ali Jahan, Alireza Panahandeh, and Hadi Lal Ghorbani

SECTION 4 C
 ircular Economy and Related Area
Practices in Operations Management

Chapter 10 Challenges in Implementing Green Supply Chain

Management in SMEs: A Case Study of a South Korean
Company...........................................................................................209
Arvind Upadhyay and Jeagyung Seong

Chapter 11 Drivers for Adoption of Green Logistics as a Means

to Achieve Circular Economy by Organized Retail Sector.............. 221
R.A. Dakshina Murthy and Leena James

Chapter 12 Framework for Sustainable Food Systems:

Holistic Mitigation and Adaptation................................................... 239
Sarika Yadav, Rahul S. Mor, and Simon Peter Nadeem
Contents vii

Chapter 13 Supply Chain Network Design Models for a Circular

Economy: A Review and a Case Study Assessment......................... 247
Sreejith Balasubramanian, Vinaya Shukla,
Arvind Upadhyay, Mahshad Gharehdash,
and Mahnoush Gharehdash

Index....................................................................................................................... 267
Preface
This book is divided into four sections. In the first section titled ‘Conceptual
Understanding and Adoption Challenges of Circular Economy Practices’, which
includes all the chapters related to the conceptual understanding and adoption chal-
lenges of circular economy (CE) practices. In the second section titled ‘Achieving
Sustainability through Circular Economy Practices’ contains all the chapters
related to achieving sustainability through CE practices. In the third section titled,
‘Applications of Advanced Methods in the Adoption of Circular Economy Practices’
contains all the chapters where the authors used advanced method in the adop-
tion of CE practices. The last section is all about ‘Circular Economy and Related
Area Practices in Operations Management’. The brief description of each section as
follows.
The section titled ‘Conceptual Understanding and Adoption Challenges of
Circular Economy Practices’ contains three chapters. In the first Chapter 1, Priyanka
Sihag, Aastha Dhoopar, Anil Kumar and Ashok Kumar Suhag discuss that there has
been a continuous surge in the research around the concept of the CE. In today’s
world for the organizations to be effective, economic growth with minimum disrup-
tion for the environment has become essential. To address this issue, various orga-
nizations around the globe are switching to a CE wherein the natural resources are
judiciously utilised and the wastage is minimised. In the CE literature, the ‘human
side of organizations’ has seldom converged with the adoption of CE. This chapter
aims to demonstrate how human resource management can contribute towards the
adoption of CE. The relationship between human resources and CE focuses on the
economic, social as well as the environmental dimensions, integrating the concepts
of eco-innovation, leadership and top-management commitment, Green HRM prac-
tices and the supremacy of communication in the adoption of CE. The pivotal role
of human resources in the transition towards the CE can be largely attributed to
the stakeholders’ theory and the resource-based view (RBV). The role of human
resource management leads to developing a conceptual framework positioning the
CE as a precursor to organizational sustainability. The recommendations for future
research on the CE and the contribution of HRM towards the smooth transition to
the CE are suggested.
To contribute the same section objective, in Chapter 2, Lucas López-Manuel,
Fernando León-Mateos and Antonio Sartal talk that nowadays, society is becoming
increasingly aware that there should be a new production and consumption model so
the economy can internalize environmental and social impacts. As these concerns
grow, industries face increasing stakeholder pressure to be transparent when report-
ing the environmental and social outcomes of their operations. In this view, CE
initiatives should help minimize energy and raw material consumption while also
being economically viable. The need for change and the challenges it entails are
why the concept of circularity is obtaining collective attention in both the research
community and organizations, particularly in the manufacturing sector. Our chap-
ter aims to highlight the opportunities and difficulties of the Industry 4.0 context.

ix
x Preface

Through an analysis of Industry 4.0 technologies and their relationships, we describe

the opportunities some of them offer (e.g. cloud computing, additive manufacturing,
virtualization) to increase circularity in manufacturing processes.
In Chapter 3, Elaine Conway explains that over the last few years, there has been
increasing interest in adopting new business models to respond to major environ-
mental issues facing modern businesses, such as resource scarcity and rising energy
costs. Many businesses are considering moving to CE-based business models, to
reduce their dependence on these scarce resources and to support more sustainable
business in the future. This transition can result in significantly different revenue
streams, issues relating to asset valuations and investment requirements in com-
parison to a traditional linear business model that does not use CE principles. The
impacts that these changes could have on the financial reports could be considerable,
resulting in investor uncertainty. The accounting profession needs to consider how to
mitigate these impacts and manage the new CE-based business models in conjunc-
tion with the firm’s stakeholders. This chapter discusses the move to CE business
models and their impacts on the financial reports. It also examines the potential role
of integrated reporting (IR) in supporting CE business models, through its focus on
value creation over the long term across a range of six capitals: financial, manufac-
tured, intellectual, human, social and relationship, and natural.
Section 2 contains all the chapters related to achieving sustainability through CE
practices. To follow this, in Chapter 4, Mahender Singh Kaswan, Rajeev Rathi, and
Ammar Vakharia explain that in the modern era of high competition and climate
risks, to remain competitive in the market, there is an immense need for clean tech-
nologies that not only enhance productivity but also reduces negative environmental
impacts. Green manufacturing (GM) is an approach of sustainable development that
improves the material and energy efficiencies and delivers high-quality eco-friendly
products. This chapter outlines the grey areas of the GM right from the necessity to
life cycle assessment, indicators of GM, development of GM system, and sustainable
entrepreneurship. This chapter will facilitate the readers and practitioners to have a
comprehensive understanding of sustainability in the system through the incorpora-
tion of the GM approach.
To follow the same section objective, in Chapter 5, Mudita Sinha, Leena N. Fukey
discus that all the major industries are shifting from the linear economy to CE which
aims at how the generated water can be transformed a value adds to the industry by
modifying the production and consumption of the resources. The hospitality indus-
try is also touched by this change. Hospitality and tourism industry has experienced
an extraordinary growth in the recent decade that has catalyzed the requirement
of the hotels which in turn has made people think about the serious issue of water
generation which in the hotels. Kitchen, storage and lodging area of hotels are con-
sidered to generate a large amount of waste and hence makes it one of the primary
sources of waste origination. So, this research focuses on the major difficulties and
opportunities that hotels encounter by adopting this transformation.
In Chapter 6, Shikha Verma and Anukriti Dixit provide an extensive review
of the recommended strategies and solutions presented in the existing litera-
ture while exploring the risks and opportunities associated with remanufactur-
ing practices in the Indian automobile sector, the authors present a CE framework
Preface xi

with potential pathways for innovation through the amalgamation of governance

and industry practices. While the existing state of literature has explored bar-
riers to and recommendations for more sustainable remanufacturing prac-
tices which focus on the quality of end products, the energy efficiency of the
remanufacturing supply chain (SC) and rebates and relaxations offered through
policymakers, this chapter presents a novel case for a cohesive and entirely co-
operational systemic intervention, on the part of policymakers, industry partners and
the consumers at large. While traditional business models focus purely on an inward-
looking approach through the ‘resources, skilled labour and revenue’ trinity, we find
that a more sustainable approach is through the development of cooperation in each
leg of the ‘state–consumer–industry’ framework.
Section 3 entitled “Applications of Advanced Methods in the Adoption of Circular
Economy Practices” contains all the chapters related to the applications of advanced
methods in the adoption of circular economy practices. To support this in Chapter 7,
Nurullah Umarusman discusses the change and development are an inevitable pro-
cess in every environment where human beings are. Many factors such as technol-
ogy, climate change, global politics and economy, and humans’ desire to win directly
affect this process. On the other hand, possible losses are wanted to be decreased,
minimizing negativeness that these factors will bring. Struggle for economic, social
and environmental development has always been at the forefront in the world’s
agenda through protecting scarce resources and managing them properly. Especially
with the concept of sustainability, companies have played an important role in this
process, and sustainability has spread to members in the SC. One of the most signifi-
cant elements ensuring sustainability to be implemented in the chain is the supplier
selection process. In this process, methods have an impact on procuring sustainabil-
ity besides the criteria to be used in supplier selection. In this study, Fuzzy Global
Criterion Method (Fuzzy GCM) has been used to solve the Sustainable Supplier
Selection Problem (S-SSP) of a business operating in the construction sector. In the
Fuzzy GCM algorithm, which includes the GCM, Compromise Programming (CP)
and Fuzzy Linear Programming approach, these three approaches contribute to the
solution of the problem at different stages. For this reason, besides the final solu-
tion provided by the algorithm, the results of the three methods make it possible
to make different comments. Besides, in this study, three different classifications
have been made in terms of the criteria that constitute the objective functions in
Multiple Objective Decision Making (MODM)/Fuzzy MODM methods, MODM/
Fuzzy MODM methods used and supplier selection type.
Contribute to the same section objective, in Chapter 8, Mukesh Kumar, Rahul
S. Mor, Sarbjit Singh, Vikas Kumar Choubey explain that today, the manufactur-
ing sector necessitates a highly productive system, maintenance-free machinery and
multi-skilled operator for enhanced sustainability and productivity gains. The total
productive maintenance (TPM) can serve as a means of attaining these goals as well
as increased productivity for industries. In this study, TPM is implemented in the
manufacturing industry and overall equipment effectiveness (OEE) is calculated for
machinery performance. The data is collected through a questionnaire study con-
ducted for the employees as well as breakdown summary sheets of the industry. In
the analysis, it has been observed that the forging machine takes a long time to set up,
xii Preface

and has a maximum number of non-value-added movements in the process. A single

minute exchange of die (SMED) tool is implemented to reduce the setup time of
the forging machine to 67 minutes per setup which in turn allows production of
approximately 984 more products per day. A sustainable maintenance schedule is
implemented for better performance of machinery and to train the workers to detect
faults in the machine. A comparison of OEE before and after TPM implementation
is carried out and found a significant improvement, and hence concluding that TPM
helps the industry to achieve sustainability in the manufacturing industry.
Chapter 9 is all about using a Multi-Criteria Decision-Making Model for agri-
cultural machinery selection in which, Ali Jahan, Alireza Panahandeh, Hadi Lal
Ghorbani discuss the proper selection of mechanical harvesters, such as commercial
collectors and cleaners, based on the crop conditions can increase the efficiency. The
objective of this study was to select the most optimal mechanism for machine har-
vesting of cotton using an integrated model. For this purpose, three cotton harvester
indicators were considered including harvest efficiency, trash bin content and Gin
turn out. Due to data uncertainty in the harvesting mechanism section, interval data
were used to represent the harvesting mechanism score. Based on the methodology
of the study, SIMOS and ELECTRE-IDAT methods were combined. Therefore, the
revised SIMOS method was used to weight the criteria and ELECTRE-IDAT method
was employed for ranking the available options. Finally, using BORDA method,
the sensitivity and validity of the study were analyzed. According to the obtained
results, the spindle harvesting mechanism was selected as the best mechanism for
harvesting cotton. The next priorities were brush, paddle and finger harvest mecha-
nisms. Such methodology is useful for both buyers of cotton harvesters and farmers.
Section 4 contains all chapters related to CE and related area practices in
Operations Management. In chapter 10, Arvind Upadhyay and Jeagyung Seong
examine the ways small and medium-sized enterprises make use of green supply
chain management (GSCM). It employs qualitative methods to examine GSCM with
a case study and approaches used to include in-depth interviews and document analy-
sis. This paper has identified a gap in the existing business and management research
literature regarding small and medium-sized enterprise (SME) use of GSCM and has
attempted to fill this gap. The research conducted finds that tactical and structural
change can result in more environmentally friendly practices in SMEs. As confirmed
by the case study, the structural change necessary for instituting GSCM involves a
range of factors including innovation competency, cost savings, managerial arrange-
ment, human resources and competitive advantage. However, it has also become evi-
dent that additional research is necessary to fully determine the ways management
practice can impact SME sustainability.
To contribute the same section objective, in Chapter 11, R. A. Dakshina Murthy and
Leena James discuss CE practices in the retail sector. They explained that the retail
sector has seen tremendous growth and is expected to grow @ 15–20% in the next
decade. The core of the retail operation is the Logistics Operation, which ensures that
the material required at the point of sale is available when it is most needed. The adverse
effects of Logistics operation result in the degradation of the environment due to emis-
sions of Green House Gases (GHG) into the atmosphere. Through the adoption of Green
Logistics detrimental effects of Logistics on the environment can be minimized. The
Preface xiii

research objective here was to ascertain the level of awareness about Green Logistics
among the organized retail players and review the operational level practices of Green
Logistics by the retail sector leading to identifying the main drivers for adoption of
Green Logistics practices to achieve a CE. The population included retail players deal-
ing with categories such as Food and Grocery, General Goods, Apparel and Consumer
Electronics. Government Policy and Regulations, Environmental Degradation and the
CSR & Corporate Leadership in Sustainability have, significant influence on Sustained
Adoption of Green Logistics and the results of ANOVA indicate that for all the three
constructs, the respondent’s views do not differ between one another among various cat-
egories of retail. Measures to achieve CE through Green Logistics by organized retail
units to establish sustainable operational practices have been suggested.
In Chapter 12, Sarika Yadav, Rahul S. Mor and Simon Peter Nadeem explain how
CE practices can achieve in the agriculture sector. They mention that agriculture is a
major source of livelihood for the majority of the Indian population, but the declining
role of agriculture in the country’s GDP, inflation and failing food security and sustain-
ability policies are the concerns currently. The contribution of the food sector in net
carbon emission is a key issue for policymakers who for long have relied upon ‘Green
Revolution’ as an answer to feeding the country. The flaws in agri-food policies are
now being exhibited in record-breaking inflation, food import and changing climate
patterns. To solve the aspects of India’s repercussion of our disfigured stratagem, quick
actions are imperative in terms of adapting food models that would suffice the current
and future demands of food supply without tempering the adequate climate pattern.
‘Holistic Mitigation and Adaptation’ is the phrase that stands for ‘holistically mitigat-
ing current ecological damage and adapting quick food system models to sustain the
availability of food to all without disturbing the ecosystem. This chapter represents the
current scenario of the Indian food system, the loopholes in the agri-food policies, the
effect on the environment, and a sustainable food system model based on an array of
micro-entrepreneurship that mitigates the current damage and adapts sustainable steps
towards the re-establishment of food security.
The last chapter of this section is all about Supply Chain Network design
models for a CE: A Review and a case study assessment. This chapter, Sreejith
Balasubramanian; Vinaya Shukla; Arvind Upadhyay, Mahshad Gharehdash and
Mahnoush Gharehdash explain that the global SCs are getting increasingly dis-
persed, and hence, more complex. This has also made them more vulnerable to
disruptions and risks. As a result, there is a constant need to reconfigure/redesign
them to ensure competitiveness. However, the relevant aspects/facets for doing so
are fragmented and scattered across the literature. This study reviews the literature
to develop a holistic understanding of the key considerations (environment, cost,
efficiency and risks) in designing/redesigning global SCs. This understanding is then
applied to assess the global SC network of a leading multinational tire manufactur-
ing firm; also, to provide recommendations on redesigning it. The study has signifi-
cant practical and research implications for global SC management.

Thanks
On behalf of the Editors
Acknowledgements
The editors would like to acknowledge the help of all the people involved in this
project and, more specifically, to the authors and reviewers that took part in the
review process. Without their support, this book would not have become a reality.
We would like to thank each one of the authors for their contributions. The edi-
tors wish to acknowledge the valuable contributions of the reviewers regarding the
improvement of quality, coherence, and content presentation of chapters. Most of the
authors also served as referees; we highly appreciate their double task.
We are grateful to all members of CRC Press: Taylor & Francis Group publishing
house for their assistance and timely motivation in producing this volume.
We hope the readers will share our excitement with this important scientific contri-
bution the body of knowledge about various applications of CE for the Management
of Operations.

Dr. Anil Kumar

Guildhall School of Business and Law,
London Metropolitan University, London, UK

Prof. Jose Arturo Garza-Reyes

Head of the Centre for Supply Chain Improvement
College of Business, Law and Social Sciences
The University of Derby, UK

Dr. Syed Abdul Rehman Khan

School of Economics and Management,
Tsinghua University, Beijing, China

xv
Editor biographies
Anil Kumar is a Senior Lecturer (Associate Professor) at Guildhall School of
Business and Law, London Metropolitan University, London, UK. For the last ten
years, he has been associated with teaching and research. Before joining London
Metropolitan University, he was Post-Doctoral Research Fellow in area of Decision
Sciences at Centre for Supply Chain Improvement, University of Derby, United
Kingdom (UK). He earned his PhD in Management Science from ABV-Indian
Institute of Information Technology and Management, Gwalior, India. He did his
graduation in Mathematics (Hons) and MSc (Mathematics) from Kurukshetra
University, India. He earned his Master of Business Administration (MBA) and
qualified National Eligibility Test (NET), June 2011. He has contributed over 60+
research papers in international referred and national journals, and conferences at
the international and national level. He has sound analytical capabilities to handle
commercial consultancy projects and to deliver business improvement projects. He
has skills and expertise of Advance Statistics Models, Multivariate Analysis, Multi-
Criteria Decision Making, Fuzzy Theory, Fuzzy Optimization, Fuzzy Multi-Criteria
Decision Making, Grey Theory and Analysis, Application of Soft-Computing,
Econometrics Models etc. His areas of research are sustainability science, green/
sustainable supply chain management, customer retention, green purchasing behav-
iour, sustainable procurement, sustainable development, circular economy, Industry
4.0, performance measurement, human capital in supply chain and operations; deci-
sion modelling for sustainable business, and integration of operation area with others
areas.

Jose Arturo Garza-Reyes is a Professor of Operations Management and Head of

the Centre for Supply Chain Improvement at the University of Derby, UK. He is
actively involved in industrial projects, where he combines his knowledge, expertise,
and industrial experience in operations management to help organisations achieve
excellence in their internal functions and supply chains. As a leading academic,
he has led and managed international research projects funded by the European
Commission, British Academy, British Council, and Mexico’s National Council of
Science and Technology (CONACYT). He has published extensively in leading sci-
entific journals and five books in the areas of operations management and innova-
tion, manufacturing performance measurement, and quality management systems.
He is a Co-founder and current Editor of the International Journal of Supply Chain
and Operations Resilience (Inderscience), Associate Editor of the International
Journal of Production and Operations Management, Associate Editor of the Journal
of Manufacturing Technology Management, and Editor-in-Chief of the International
Journal of Industrial Engineering and Operations Management. Professor Garza-
Reyes has also led and guest edited special issues for Supply Chain Management: An
International Journal, International Journal of Lean Six Sigma, International Journal
of Lean Enterprise Research, International Journal of Engineering Management and

xvii
xviii Editor biographies

Economics, and International Journal of Engineering and Technology Innovation.

Areas of expertise and interest for Professor Garza-Reyes include general aspects of
operations and manufacturing management, business excellence, quality improve-
ment, and performance measurement. He is a Chartered Engineer (CEng), a certified
Six Sigma-Green Belt, and has over eight years of industrial experience working
as Production Manager, Production Engineer, and Operations Manager for several
international and local companies in both the U.K and Mexico. He is also a fellow
member of the Higher Education Academy (FHEA) and a member of the Institution
of Engineering Technology (MIET).

Syed Abdul Rehman Khan is a Post-Doctoral Researcher in Tsinghua University,

China. Dr. Khan achieved his CSCP-Certified Supply Chain Professional certificate
from the U.S.A. and successfully completed his PhD in China. He has more than
nine years’ core experience of supply chain and logistics at industry and academic
levels. He has attended several international conferences and also has been invited
as keynote speaker in different countries. He has published many scientific research
papers in different well-renowned international journals and conferences. In addi-
tion, Dr. Khan has achieved scientific innovation awards two times consecutively
by the Education Department of Shaanxi Provincial Government, China. Also, Dr.
Khan holds memberships in the following well-renowned institutions and supply
chain bodies/associations: APCIS-U.S.; Production and Operation Management
Society, India; Council of Supply Chain Management of Professionals U.S., Supply
Chain Association of Pakistan, and Global Supply Chain Council China.
Contributors
Sreejith Balasubramanian Mahshad Gharehdash
Middlesex University Dubai Middlesex University Dubai
Dubai, UAE Dubai, UAE

Vikas Kumar Choubey Hadi Lal Ghorbani

Department of Mechanical Department of Industrial Engineering
Engineering Semnan Branch
National Institute of Technology Islamic Azad University
Patna, Bihar, India Semnan, Iran

Elaine Conway Ali Jahan

Derby Business School Department of Industrial Engineering
University of Derby Semnan Branch
Derby, UK Islamic Azad University
Semnan, Iran
R.A. Dakshina Murthy
Prin. L.N. Welingkar Institute Leena James
of Management Development Deanery of Commerce & Management
& Research Christ Deemed University
Bangalore, Karnataka, India Bangalore, Karnataka, India

Aastha Dhoopar Mahender Singh Kaswan

Department of Management School of Mechanical Engineering
Studies (DMS) Lovely Professional University
Malaviya National Institute of Phagwara, Punjab, India
Technology (MNIT)
Jaipur, Rajasthan, India Anil Kumar
Guildhall School of Business and Law
Anukriti Dixit London Metropolitan University
Public Systems Group London, UK
Indian Institute of Management
Ahmedabad, Gujarat, India Mukesh Kumar
Department of Mechanical
Leena N. Fukey Engineering
School of Business and Management National Institute of Technology
CHRIST (Deemed to be University) Patna, Bihar, India
Bangalore, Karnataka, India
Fernando León-Mateos
Mahnoush Gharehdash School of Economics and Business
Middlesex University Dubai University of Vigo
Dubai, UAE Vigo, Spain

xix
xx Contributors

Lucas López-Manuel Sarbjit Singh

School of Economics and Business Department of Industrial & Production
University of Vigo Engineering
Vigo, Spain National Institute of Technology
Jalandhar, Punjab, India
Rahul S. Mor
Department of Food Engineering Mudita Sinha
National Institute of Food Technology School of Business and Management
Entrepreneurship and Management CHRIST (Deemed to be University)
Sonepat, Haryana, India Bangalore, Karnataka, India

Simon Peter Nadeem Ashok Kumar Suhag

Centre for Supply Chain Improvement Department of Electronics and
University of Derby Communication
Derby, UK BML Munjal University
Gurgaon, Haryana, India
Alireza Panahandeh
Department of Industrial Engineering Nurullah Umarusman
Semnan Branch Faculty of Economics & Administrative
Islamic Azad University Sciences, Department of Business
Semnan, Iran Administration
Aksaray University
Rajeev Rathi Aksaray, Turkey
School of Mechanical Engineering
Lovely Professional University Arvind Upadhyay
Phagwara, Punjab, India Brighton Business School
University of Brighton
Antonio Sartal Brighton, UK
School of Economics and Business
University of Vigo Ammar Vakharia
Vigo, Spain School of Electrical and Electronics
Engineering
Jeagyung Seong Lovely Professional University
Gudeul Technology Phagwara, Punjab, India
Wonju, South Korea
Shikha Verma
Vinaya Shukla Production and Quantitative Methods
Middlesex University Indian Institute of Management
London, UK Ahmedabad, Gujarat, India

Priyanka Sihag Sarika Yadav

Department of Management Studies Department of FBM & ED
(DMS) National Institute of Food
Malaviya National Institute of Technology Entrepreneurship
Technology (MNIT) and Management
Jaipur, Rajasthan, India Sonepat, Haryana, India
Section 1
Conceptual Understanding
and Adoption Challenges
of Circular Economy Practices
 1 The Conceptual Model
Framework for the Role
of Human Resources
in the Adoption of the
Circular Economy
A Content Analysis
Approach
Priyanka Sihag and Aastha Dhoopar
Department of Management Studies (DMS),
Malaviya National Institute of Technology
(MNIT), Jaipur, Rajasthan, India

Anil Kumar
Guildhall School of Business and Law, London
Metropolitan University, London, UK

Ashok Kumar Suhag

Department of Electronics and Communication,
BML Munjal University, Gurgaon, Haryana, India

CONTENTS
1.1 Introduction....................................................................................................... 4
1.2 The CE – Sustainability Link............................................................................ 5
1.3 The Adoption of Circular Economy.................................................................. 6
1.4 The Role of Human Resources.......................................................................... 8
1.4.1 Green HRM......................................................................................... 10
1.4.2 Effective Communication and Active Involvement of Value-
Chain Actors........................................................................................ 10
1.4.3 Leadership and Commitment from the Top Management................... 11
1.4.4 Eco-Innovation.................................................................................... 12

3
4 Conceptual Understanding and Adoption Challenges

1.4.5 Management Control........................................................................... 12

1.4.6 Awareness About the Circular Economy............................................. 13
1.4.7 Energy Efficiency and Eco-Friendly Material Usage-Driven
Practices............................................................................................... 13
1.5 Conclusion....................................................................................................... 14
1.6 Future Research Directions............................................................................. 15
References................................................................................................................. 16

1.1 INTRODUCTION
The concept of circular economy (CE) is postulated to be a new business outlook,
an emerging approach that may assist the organizations and the societies in realizing
the goal of sustainable development (McDowall et al., 2017). The production and
consumption patterns of the humans across the globe have put the environment into
a state of increased risk and precariousness. To address this issue, the adoption of CE
proposes a novel perspective in terms of the organizational production and consump-
tion, the perspective that emphasizes on restoration of the value of resources used.
It suggests that replacing traditional approach of linear economy (‘take, make and
dispose’) with the circular approach (Jabbour et al., 2018) of energy as well as physi-
cal resources can contribute toward economic, environmental and social advantages
(Geissdoerfer et al., 2017).
In the linear economy, nearly 80% of what is used is straight away discarded after
use (Sempels & Hoffmann, 2013).The waste generated in a linear economy affects
human health and the environment, whereas the waste that comes from different
processes when inserted into a CE produces ‘beneficial artifacts’ for human use
(Sikdar, 2019), as CE is a production and consumption system that aims at keeping
the parts, products, resources and energy in circulation for addition, recreation and
maintenance of value over a period of time (Jabbour et al., 2019a).
The discussion around the concept of CE began in the mid-1960s (Murray et al.,
2017). The term CE was first introduced by an ecological economist Boulding (1966)
and is deeply rooted in the general systems theory (von Bertalanffy, 1950), according
to Ghisellini et al. (2016). Boulding (1966) in his seminal work has depicted earth
as a closed circular system with finite absorbing capacity, and articulated that there
should be an equilibrium between the economy and the environment for them to
coexist (Geissdoerfer et al., 2017). Since the 1970s, the concept of CE has been gain-
ing momentum (EMF, 2013). Merli et al. (2018) have viewed CE as a progressive,
multidisciplinary concept that extricates the economic growth from utilization of
resources and social implications only. CE is the foundation of a green economy per-
spective that advances the focus from utilization of materials and associated wast-
ages to welfare of humans and ecosystem resilience (Reichel et al., 2016).
As far as the conception of CE is concerned, there is an absolute lack of consen-
sus. Kirchherr et al. (2017) in their extensive work have singled out 114 different
definitions of the concept, pinpointing toward the lack of concurrence on the subject.
As diversified as the conceptualization of CE might be, the active role of human
resources in adoption of CE is undeniable, and this is one of the major gaps in the CE
literature that needs to be pursued further. ‘Circular Economy’, ‘Circular Economy
Conceptual Model Framework 5

and Human Resources’, ‘HRM and Circular Economy’ and ‘HR and Sustainability’
were used as the key terms to delineate the contribution of human resources toward
the adoption of a CE.
The purpose of this study is to ascertain the role that the human resources can
play in smooth transition toward the CE in today’s times. The prominence of Green
HRM (GHRM), Eco-Innovation, Awareness at various levels of the organization and
management control have been discussed as a part of the role of human resources.
The chapter has been structured as follows: Section 2 discusses the CE – sustainabil-
ity link, Section 3 incorporates the prominence of adoption of the CE. In Section 4,
the role of human resources has been discussed in length followed by conclusion and
future research recommendations in Section 5 and 6 respectively.

1.2 THE CE – SUSTAINABILITY LINK

The notion of CE is associated with the sustainability sciences, which is grounded
in the research streams of industrial ecology (Erkman, 1997), cleaner production
(Fresner, 1998), cradle-to-cradle (C2C) (McDonough & Braungart, 2002), industrial
ecosystems (Jelinski et al., 1992), industrial symbioses (Chertow & Ehrenfeld, 2012),
biomimicry (Benyus, 1997), regenerative design (Lyle, 1996), performance econ-
omy (Stahel, 2010), natural capitalism (Hawken et al., 1999) and the conceit of zero
emissions (Pauli, 2010). In the context of business enterprises today, CE is thought-
through as a means of better resiliency, cost reduction, creation of value, revenue
and legitimacy (Park et al., 2010; Tukker, 2015; Urbinati et al., 2017; Manninen
et al., 2018).
As defined by WCED (World Commission on Environment & Development,
1987), Sustainability is the ‘development that meets the needs of the present genera-
tion without compromising the ability of future generations to meet their ends’. CE
is an integral part of sustainable development (Moktadir et al., 2018). It is identi-
fied as a closed loop value chain (Preston, 2012), wherein the complete wastage is
collected through proper channels and reiterated to the manufacturing units to be
reused (Yuan and Moriguichi, 2008). It is that economy whose design happens to be
restorative and regenerative, focusing on the expansion of the value chain (Moktadir
et al., 2018). It focuses on sustainable manufacturing practices as well as sustain-
able environmental practices through elimination and reduction of elementary waste
(Fischer & Pascucci, 2017).
CE is considered as a part of sustainable development framework, which operates
on the principle of ‘closing the life cycle’ of goods resulting in the minimization of
raw materials, energy and water (Jabbour et al., 2019a), and intends to conceive a
restorative industrial design (Geissdoerfer et al., 2017). CE is a structure formed by
the societal production–consumption systems that magnifies the services produced
from the linear nature–society–nature material and energy flow by the use of cycli-
cal material, renewable sources of energy and energy flows of the cascading type
(Korhonen et al., 2018). The adoption of CE stimulates people towards more sustain-
able actions and ensures formulation of regulations that cater to the goal of sustain-
ability (Andersen, 2007; Besio & Pronzini, 2014; Haas et al., 2015; Miliute-Plepiene
& Plepys, 2015; Schneider, 2015). CE is the primary driver that gives impetus to a
6 Conceptual Understanding and Adoption Challenges

society that is more sustainable (UNEP, 2006), and augments eco-innovations such
that the well-being at the social (Geng et al., 2016) and economic level is ensured
(Genovese et al., 2017; De Jesus & Mendonça, 2018).
CE and the concept of sustainability are considered similar, but CE is a condition,
a beneficial precursor for sustainability (Geissdoerfer et al., 2016). Both the con-
cepts focus on the intra- and inter-generational commitments triggered by ecological
hazards, which indicate the significance of deliberation on the concurring pathways
of development, both the concepts emphasize on the shared responsibilities and the
importance of coordination between multiple players, wherein the system design
and the innovativeness are the main drivers for realization of the said goals. While
the CE aims at evolution of a closed loop, eliminating wastages and leakages of the
system, the concept of sustainability tends to deliver environmental, economic and
societal benefits at large (Elkington, 1997), and the ones benefiting from the adop-
tion of CE are the economic players responsible for implementation of the system.
The CE is preeminently associated with the economic systems with primary benefits
for the environment and tacit benefits for the society; on the other hand, the notion
of sustainability, as originally developed, treats all the three dimensions equitably
(Geissdoerfer et al., 2016).

1.3 THE ADOPTION OF CIRCULAR ECONOMY

The significance of CE stems from the fact that natural resources are scarce
and maximization of the circularity of resources and energy within systems
may lead to retention of some value from these resources at the end of their life
(Ghisellini et al., 2016). The Natural resources are finite and being depleted
ruthlessly, the consumption of resources is more than that can be replaced
(Meadows et al., 2004). It is expected that by 2050, the population living
on earth and enjoying growing wealth would be around 9 billion (Godfray
et al., 2010), which will lead to the demand of resources to almost thrice of
what it is currently. CE involves a systems approach where interdependence and
holism are of utmost importance to manage the finite resources of the compa-
nies (Ünal et al., 2018).
In the World Economic Forum (2014) Report, the Ellen MacArthur Foundation
and McKinsey & Company have deduced that the adoption of the CE would gen-
erate an opportunity of more than a trillion USD for the worldwide economy.
Macroeconomically, the adoption of CE model may result in enhancement of resource
productivity by 3% resulting in cost-savings of 0.6 trillion euros per year, addition
of 1.8 trillion euros to other economic benefits by 2030 (McKinsey & Company,
2015) and net material cost and saving benefits of more than 600 billion USD p.a.
by 2025 through this restorative approach (The Ellen MacArthur Foundation, 2013).
The World Business Council for Sustainable Development (2017) has asserted that
the adoption of the CE can result in increased growth, competitive advantages and
innovation along with reduction in costs, energy use and emission leading to a better
supply chain and judicious use of resources. Even PricewaterhouseCoopers (2017a)
has adjudged that ‘the CE is here to stay’ and the company has elucidated that the
CE will open up the avenues to build competitive advantage and create profit pools,
Conceptual Model Framework 7

develop resilience and address significant issues faced by the businesses today
(PricewaterhouseCoopers, 2017b).
In the literature, three levels of initiatives have been identified for the implemen-
tation of the principles of CE: the micro level of firms that relates to the initiatives
specific to the firms classified on the basis of 3R’s – reduce, reuse and recycle (Ying
& Li-Jun, 2012), the second level is the meso level that incorporates the execution of
eco-industrial parks, networks and inter-firm collaborations for optimum utilization
of resources. Finally, at the macro-level, the initiatives undertaken by the govern-
ment and policy makers are accounted for (Geng & Doberstein, 2008). Today, the
countries are becoming self-reliant and aware of the requirement to switch to a newer
system based on the principles of circularity (Bonviu, 2014).
According to MacArthur et al. (2015), the three principles that guide the CE
cycles are as follows:

• Strengthening the circularity of resources and energy by increasing the life

of the resources either through biological or technical cycles.
• Decrement in the negative effects of production setup.
• Conservation of natural resources, i.e. equilibrium between consumption of
renewables and the non-renewables.

For implementation of the principles of CE, Ellen MacArthur Foundation (2015)

has delineated six business actions – the ReSOLVE Framework:

• Regenerate – Based on the adoption of renewable resources and energy,

reclaim, retain ecosystems wellness and enhance the natural bio capacity.
• Share – According to the shared economy perspective, the significance
of ownership is lost when the resources are shared between individuals.
Resultantly, products should be designed such that they can be reused and
they last longer.
• Optimize – It is a technology centered approach. This strategy recommends
use of digital manufacturing technologies, like sensors, RFID, big data
and remote route to scale down the waste generated in production systems
across supply chains in an organization.
• Loop – This stems from the biological and technical cycles wherein the
components and materials are kept in closed loops and emphasized on the
inner loops.
• Virtualize – The focus of this strategy is on the replacement of physical
products with virtual products.
• Exchange – Adoption of new technologies to improve the way in which the
goods and services are produced. This implicates replacing obsolete and
non-renewable goods with the newer renewable goods.

Apart from the ReSOLVE framework, the principles of CE can be implemented

through the 3R’s – Reduce, Reuse, Recycle (Wu et al., 2014) or the 6R’s – Reuse,
Recycle, Redesign, Remanufacture, Reduce, Recover (Jawahir & Bradley, 2016)
(Figure 1.1). The CE concept has altered the policies and innovation in the major
8 Conceptual Understanding and Adoption Challenges

FIGURE 1.1 The different frameworks found in the literature to effectuate the principles
of circular economy.

economies of the world, namely China, Germany, Japan and the UK. The extant
literature on the circular economies and instances of the successes and breakdowns
from the real world necessitate the integration of bottom-up and top-down strategies
for implementation and evaluation of CE (Winans et al., 2017).

1.4 THE ROLE OF HUMAN RESOURCES

The ‘human side’ of the organizations, also referred as the ‘soft side’ (Wilkinson,
1992), has been of great interest to scholars since a long time (McGregor, 1966). The
sustainable human resources (Huselid, 1995) and the CE both exert an influence
on the firms’ performance (Despeisse et al., 2017) and the competitive advantages,
but unfortunately the human side of the CE has not received adequate attention in
the CE literature (Jabbour et al., 2019b). The two relevant organizational theories
that assist in building sustainable organizations is the stakeholder theory and the
resource-based view (RBV) (Sodhi, 2015). The stakeholder theory (Freeman et al.,
2004) features HRM as a key factor in influencing and getting influenced by the
organizational sustainability management (Sodhi, 2015). Similarly, the RBV of the
firm (which identifies a human resource as valuable and unique) (Barney, 2001) and
the natural RBV uphold the positive effects of HRM (Wright et al., 1994) and sus-
tainability initiatives (Hart and Dowell, 2011) on firm performance respectively. The
human side or the ‘soft side’ of the organizations is as important as the hard or
technical side when the question of managing an organization for organizational and
environmental sustainability comes forth (Renwick et al., 2013).
In the purview of human resource management, employees are the critical fac-
tors that are instrumental to value addition in an organization, and these are the
resources that are capable of making a difference when it comes to innovation, orga-
nizational performance and the eventual business success (Bakker and Schaufeli,
2008). Human capital is the most important asset for any organization (Guest, 2001),
because it is owing to the capability of human resources that the physical resources
are utilized and the income is generated for the business firms (Flamholtz, 1999).
Conceptual Model Framework 9

In order to amalgamate the concepts of human resource management and CE

(Figure 1.2), the formulation of such strategies is of utmost importance that stimulate
the economic, social and environmental strategies of the organizations (Jabbour &
Santos, 2008).
The contribution of human resource management towards CE and sustainability
can be seen in the following ways: Innovation helps the organizations find superior

FIGURE 1.2 The conceptual model depicting the role of human resources in adoption of the
circular economy along with the challenges and CE as a precursor to organizational sustain-
ability are also outlined.
10 Conceptual Understanding and Adoption Challenges

performance in economic terms (Jamrog et al., 2006), the effective management of

diversity can contribute towards social performance and effectiveness of the envi-
ronmental management system and the augmentation of eco-friendly products can
contribute towards environmental performance (Jabbour and Santos, 2008). The
ways in which human resources can play a role in adoption of CE is detailed as
follows.

1.4.1 Green HRM

GHRM is critical in establishing desirable sustainability initiatives for organizations
(Jackson et al., 2014). GHRM practices encompass various dimensions like eco-
focused recruitment and selection, green performance measurement and rewards,
ecological training, developing green teams in the organization, empowerment of
employees in relation to environmental initiatives, and cultivating an organiza-
tional culture with major focus on environmental sustainability (Jabbour & Santos,
2008). The effect of GHRM on firms’ sustainability indicators is an outcome of the
workforce’s enhanced green behavior owing to GHRM (Pham et al., 2019; Kim
et al., 2019). Green human resource management pertains to the alignment of human
resource practices, systems and the strategic aspects like organizational culture and
employee empowerment with organizational and environmental goals (Renwick
et al., 2013).
The organizations should channel their recruitments towards selection of the
people committed to the environmental system, training and evaluation of the per-
formance of the individuals should be done on the basis of environmental criteria,
the reward system of the company as well should incorporate remunerative and non-
remunerative ways to stimulate environmental performance, inculcate environmen-
tal values as a part of corporate culture and promote environmental education and
interaction between the teams to combat the environmental problems (Wehrmeyer,
1996; Jabbour and Santos, 2008).
The accomplishment of the goal of CE is not the responsibility of the human
resources at a particular level, the employees as well as the management irrespective
of the organizational hierarchy should aim towards the realization of CE. Similarly,
the introduction of sustainability measures should be accompanied by attempts to
embed them within the internal–external relationships framework, the reward sys-
tems and more, if not so the initiatives are bound to be fruitless. On similar grounds,
the introduction to CE needs to be accompanied by the concept of ‘Green HRM’
(Kirsch and Connell, 2018).

1.4.2 Effective Communication and Active Involvement

of Value-Chain Actors

Over the past years, the insertion of the environmental dimension in the every-
day organizations is the biggest change that has taken place in the business world
(Rosen, 2001). The model of CE calls for innovation (Singh and Ordoñez, 2016)
and new skills. For an economy to adopt the circular design, it is imperative for it
to develop new proficiencies, along with the evolution in the skill-set for smooth
Conceptual Model Framework 11

transition towards the CE, increased attention should be given to the participa-
tion of all value-chain actors (Bocken et al., 2018) and effective communication
across the supply chain, which can be done by enhancing trust and shared val-
ues collectively to attain the intended goal (Ünal et al., 2018). The dissemina-
tion of environment related information in an organization should appease the
benchmarks of timeliness, relevance, accessibility and precision (Soo Wee and
Quazi, 2005).
Stahel (2016) brought in the notion of performance economy that forms the
basis for business models of CE. Instead of sale of the product, the sale of use of
the product is gaining popularity. The organizations should endorse the concept of
CE in their marketing activities as well (Kumar & Venkatesan, 2005; Van Heerde
et al., 2013; Baxendale et al., 2015), which can be done through the advertisements
on the company website, in-store advertising and sales personnel, communication
around CE through various channels and association of customers with the circular-
ity initiatives of the organization.

1.4.3 Leadership and Commitment from the Top Management

Commitment can be described as a psychological state that delineates the inter-
action of individuals with various aspects of the company, affecting the final
decision to keep up the connection with the aspect in consideration (Lämsä and
Savolainen, 2000; Meyer et al., 2002). Managerial commitment is strategically
important for the alignment of resources with the pre-determined objectives
of the company (Ünal et al., 2018). Apart from the employees of the organiza-
tions, it is the top leadership that has the responsibility to maintain a sustain-
able environment. The top management may play an important part in adopting
cleaner technologies for the process of manufacturing in companies (Ghazilla
et al., 2015), accommodation of such techniques in the manufacturing process
leads to reduced levels of water pollution, less carbon emissions, eco-friendly
supply systems, green transportation and sustainable manufacturing practices in
a CE (Nowosielski et al., 2007). The setting of environmental vision and policies
is the most important responsibility of the top management in today’s times. To
attain the environmental goals, be it the goal of sustainability or the adoption of
CE, the environmental issues should be integrated into the significant business
functions and operations (Soo Wee & Quazi, 2005).
At the managerial level, planning, organizing, leading and controlling are the
major functions of management, for the adoption of CE, effective planning and man-
agement for optimum utilization of resources is required, inappropriate planning
or the lack of preparation may largely hamper the adequacy of CE and mislead the
active players across the supply chain (Mangla et al., 2018).
As evident in the literature, there is a lack of managerial support to environmental
practices (Zhu & Geng, 2013), generally it is seen that the environmental practices
are actualized in a top-down manner with a major responsibility to attain the goal
of sustainability restricted to the CEOs as these are the human resources who have
the utmost influence on the allocation of resources and strategy formulation (Kiron
et al., 2012; Epstein & Buhovac, 2014).
12 Conceptual Understanding and Adoption Challenges

1.4.4 Eco-Innovation
The process of innovation involves increase in the value of the organizations
through the development of either new knowledge or processes for the effective and
dynamic use of knowledge available for use or to facilitate organizational change.
Furthermore, human resource management has a crucial role to play in encouraging
innovation inside the organizations (Jabbour & Santos, 2008). The positive impact of
HRM on innovative performance of the companies has been empirically supported
by the study of Laursen and Foss (2003).
As pointed out by Schuler and Jackson (1987), the major aim of HRM is to foster
innovation and put in action the practices that compel the employees to think and
create in different ways. Long-term focus, higher risk-taking abilities, higher degree
of cooperation and interdependent behavior are a few characteristics suggested by
the above-mentioned authors for the alignment of employees’ behavior with the
innovation strategy of the company.
The advancements of cleaner technologies especially require human resources to
enact a diligent role to be aware of the environmental strategy of the company, and
the competencies required for the enhancement of the environmental performance.
For the environmental dimension to be included in the fundamental organizational
activities, employees are the primary players engaged in this task (Rothenberg, 2003).

1.4.5 Management Control

Management control, as introduced by Robert Anthony, establishes a link between
the strategic planning and the operational control (Herath, 2007). The notable ambit
of the management control lies in (a) evolution, analysis and response to the informa-
tion for critical decision-making and (b) to direct the employees’ behavior such that
the way in which the employees behave and the decisions are coherent with the over-
all organizational objectives and strategies (Chenhall, 2003; Anthony et al., 2014).
The use of management control is vital for the organization to attain its strategic
objective of circularity (Svensson & Funck, 2019). For adapting to CE, Malmi and
Brown’s (2008) framework enumerating five management control mechanisms has
been discussed below:

• Culture controls includes articulation of organizational values and visions,

socialization of employees post recruitment to guide and acquaint them
with the organizational procedures and existing manpower. The com-
pany’s vision regarding the circular values should be clearly communi-
cated. Internal communication of circularity is essential for the employees,
but external cultural control for disseminating the idea of CE to foster
the demand of sustainable products and services is even more important
(Uyarra et al., 2014).
• Planning signifies planning at the strategic level and action planning. The
strategies for adopting CE should be translated into specific action plans,
but this action planning is not possible without effective internal communi-
cation in the organization.
Conceptual Model Framework 13

• Cybernetic controls constitute the budgeting, measurement and cost account-

ing systems. When planning a product, the organizations should emphasize
on the flexibility of its use and product life extension, which provides cost
benefits and affects investment appraisals (Svensson & Funck, 2019).
• Rewards and Compensation to keep the employees motivated and to make
them feel valued in the organization.
• Administrative Controls such as division of work and delegation of author-
ity and responsibility to make decisions. All these mechanisms are related
to each other as concrete action plans, analysis of costs and material flows,
all these functions affect the ultimate decision making in an organization.

1.4.6 Awareness About the Circular Economy

Employee involvement and motivation in the organization are important factors in
gaining knowledge about the CE. The employees may come forward and apprise the
management about the benefits of CE (Moktadir et al., 2018). Taking the perspective
of customers into consideration, in today’s times the consumers are more concerned
about the environmental outcomes. Awareness of the customers about the green ini-
tiatives plays a pivotal role in the adoption of CE (Stock and Seliger, 2011). The
execution of ‘Green’ teams is a critical step towards the realization of environmen-
tal goals. The awareness possessed by the employees is not enough, the awareness
and the knowledge of the CE and the environmental dimensions possessed by them
should be utilized within the organizations. The employees should be motivated to
give suggestions, the inputs offered by them should be valued and the employees
should be empowered to handle the circumstantial problems and contribute towards
the environmental performance of the company (Soo Wee and Quazi, 2005).

1.4.7 Energy Efficiency and Eco-Friendly Material

Usage-Driven Practices
There have been many attempts by the scholars in the past to assess indicators of
energy efficiency and conservation in reference to a CE (Li et al., 2010; Su et al.,
2013). The main focus of a CE is to minimize the amount of energy consumed and to
reduce leakages in the system (Stahel, 2013). The production processes and products
should be designed in such a way that the detrimental impacts on the environment
are minimized. The environmental concerns should be integrated into the product
at the design stage only and the recycling activities should be planned too to warrant
full usage of resources (Soo Wee & Quazi, 2005).
The management and the employees of the enterprises engaged in the process
of manufacturing should strive to make the business plan feasible by using ad-hoc
strategies (natural, dependable, reusable and divisible) of handling the material in
the initial stages of product development itself (Ünal et al., 2018). In addition to
this, the role of design (DfX practices) (design for reuse, design for remanufactur-
ing, design for environment, etc.) has been accounted as an important factor for the
transition towards an economy that is more circular (Moreno et al., 2016; De los Rios
& Charnley, 2017).
14 Conceptual Understanding and Adoption Challenges

CE is the exemplification of the quintessential shift that considers nature as an

inspiration to respond to social and environmental needs; it is a system that war-
rants a paradigm switch in the way the goods and services are produced and con-
sumed (Cohen-Rosenthal, 2000; Hofstra & Huisingh, 2014). The adoption of CE
can undoubtedly contribute in making the processes as well as the products more
efficient. The human resources especially the top management has a pivotal role to
play in the adoption of the CE, the human resources should emphasize on practic-
ing a more closed-loop recycling where the focus is on the reusage of material (the
materials like glass and steel can be recycled constantly). In addition to embrac-
ing the closed-loop recycling, the use of products should be widened. The human
resources are endowed with a special feature that is knowledge, it is through the
application of this knowledge that the organizational goals and development can be
realized. The human resources should convene such policies, which aim at lengthen-
ing and widening the usage of products, wherein the remanufacturing of physical
goods takes place such that the goods can be reutilized for secondary markets or
the industries running with less sophisticated infrastructure. Along with taking up
the remanufacturing practices, the organizations instead of selling products to the
customers directly, renting or leasing may be opted for, under which the ownership
of the goods is retained by the company throughout the life cycle of the product and
upon exhaustion of the product, it may well be returned to the organization itself
(Tse et al., 2016).

1.5 CONCLUSION
Ever since the industrial revolution, the human race has been excessively reliant
on the natural resources for consumption and improvisation in the standards of
living, but with elapse of time the resources are becoming increasingly scarce and
expensive; to deal with this problem of limited resources, new ways to conceive
a more sustainable environment should be brought into being rapidly (Tse et al.,
2016). CE has a resolute environmental focus (Jones & Comfort, 2017) and is a
pertinent strategy that contemplates a new way to modify the traditional system
focusing only on the consumption at customers end into a circular system (Stahel,
2013). CE is envisioned as an approach to lessen the conflicts between competi-
tive and environmental preferences of a company, shaping the organization to be
more competitive and reducing its environmental impressions at the same time
(Gusmerotti et al., 2019).
CE is viewed as a promising solution for a number of reasons. Primarily, the
adoption of CE minimizes the overexploitation of natural resources and waste gen-
eration. Secondly, across the life cycles of products, the control over the goods and
materials lies with the focal firms only whereby the firms can choose to retain the
ownership of the product with themselves and offer it as a service to the customers
(Bocken et al., 2016).The major focus of the corporate initiatives and the human
resources while framing the policies has been on recycling and zero waste proce-
dures (Jones & Comfort, 2017), but the development of an effective CE postulates the
inclusion of whole consumer product life cycle and waste management so as to draw
in all the sectors of the economy into the realm of circularity.
Conceptual Model Framework 15

The literature around the CE constitutes of the conceptualization of the CE,

determinants of CE, principles to guide adoption of CE and barriers to the imple-
mentation of circular economy. The significance of organizations adopting a CE is
very clear in the literature but the way in which this can be actually done is obscure.
Since, the transition to the CE requires involvement of human resources at various
levels and organizational functions, the role of human resource management in sup-
porting the CE is manifold. Even Eisenstat (1996) has asserted that human resources
have a dominant role to play in organizations as it is a function that can vitalize the
issues of sustainability by incorporating those in the inter-firm as well as intra-firm
relationships.
According to Geissdoerfer et al. (2017), CE can be achieved through mainte-
nance, remanufacturing, recycling, facilitating long-lasting arrangement, repair,
reuse and refurbishing, but the execution of all these measures is not possible with-
out the intervention of human resources. The effective implementation of the CE is
only possible through the amalgamation of advanced technologies into the processes
(Su et al., 2013), the choice of technology involved also points towards the impor-
tance of human resources in the adoption of CE. As mechanized and automated as
the processes in today’s world might be, the effectiveness and efficiency of the orga-
nizational activities and procedures depends on the adequacy and alignment of the
natural, technical and human resources.
Adoption of CE at the organizational level is undoubtedly a complicated task
(Svensson and Funck, 2019) and the transition to CE in organizations requires novel
strategies to conduct business activities (ING, 2015), requiring new targets to be
calibrated in new ways (EASAC, 2016). It is of primal importance for the human
resources of an organization to support the environmental management system of
the organizations, foster organizational change and ensure alignment of all the func-
tional dimensions (Wehrmeyer, 1996).

1.6 FUTURE RESEARCH DIRECTIONS

Since the literature on the CE is extensive, there are a number of research direc-
tions that need to be addressed for effective implementation of the CE. Exchange
of information has been one of the major constraints on the efficacy of CE (Winans
et al., 2017), future research should incorporate the communication and involvement
within the organizations as the central point of research to cater to the requirements
of CE. Secondly, the integrative framework assimilating the role of human resources
in this chapter may be empirically tested to know how the variables interact with
each other as there is an absolute lack of empirical studies on the link between human
resources and CE, further research on the subject can be substantiated through case
studies. Thirdly, the CE connotes radical changes in the managerial practices of
organizations; for example, utilizing resources and energy in an efficient way such
that the environmental impact is reduced, more attention should be given to the ways
in which the companies can integrate the scarce resources with the CE managerial
capabilities (Ünal et al., 2018). On similar grounds, which all managerial practices
should be adopted by the companies for the implementation of the CE warrants more
attention. Moreover, research on CE should focus on initiatives taken by people,
16 Conceptual Understanding and Adoption Challenges

the contribution of these towards the triple bottom line (Elkington, 1997). Attention
should also be given to organizational sustainability in this context. In the adoption
of CE, multiple players are involved that too at various levels, integration of the
actions of all the players is challenging and elimination of resistance on the part
of stakeholders, customers and top management may be difficult. The competence
of human resources in promoting and embracing the sustainability initiatives such
as the CE span across the boundaries of a firm (Nejati et al., 2017), and given the
rapidly changing environment that the humans are living in, environmental sustain-
ability (Jackson et al., 2014), environmental management and the CE should be the
focal point of the budding HR research.

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 2 Closing Loops,
Easing Strains
Industry 4.0’s Potential for
Overcoming Challenges of
Circularity in Manufacturing
Environments
Lucas López-Manuel, Fernando León-Mateos,
and Antonio Sartal
School of Economics and Business,
University of Vigo, Vigo, Spain

CONTENTS
2.1 Introduction..................................................................................................... 23
2.2 Industry 4.0 and its Underpinning Technologies.............................................26
2.2.1 Connectivity and Data Analytics (CDA)............................................. 29
2.2.2 Autonomously Supervised Plant Systems (ASPS)............................... 29
2.2.3 Virtual Reality and Optimization (VRO)............................................ 30
2.3 Industry 4.0 Opportunities to Establish CE Environments............................. 31
2.3.1 Opportunities for Biological and Technical Cycle Improvements...... 32
2.3.2 Opportunities for Product Improvements............................................34
2.3.3 Opportunities for Firm Improvements................................................ 35
2.3.4 Opportunities for Supply Chain Improvements................................... 37
References................................................................................................................. 39

2.1 INTRODUCTION
In recent decades, world markets have come under increasing competitive pressure
that has created a huge concern in manufacturing industries to produce with lower
costs, higher quality, and shorter delivery times (Sartal et al., 2017). At the same
time, the well-being levels in developed countries have favored a greater concern
for social and environmental issues that require companies to leave behind man-
agement philosophies built exclusively on efficiency searches (Sartal et al., 2020a).
Business organizations need to internalize concern for the environment: from the

23
24 Conceptual Understanding and Adoption Challenges

design of their products to their industrialization and distribution, companies modify

their behavior to comply with legal frameworks and respond to new ‘green’ demands
from consumers (Kaswan and Rathi, 2020). Therefore, environmental sustainability
is now a strategic imperative that must be added to firms’ traditional objectives for
profitability and efficiency (Quintás et al., 2018; Arora et al., 2020).
As a result of the 19th century’s unparalleled growth in economic output and pop-
ulation, the stress that humanity has long imposed on natural equilibria has reached
alarming levels; regarding greenhouse emissions, for instance, the atmosphere’s lim-
ited capacity to absorb the emissions released by today’s carbon-based economies
creates a hazard not only for the environment, but also for people’s quality of life
(Edenhofer et al., 2015). At the same time, this growth model has reinforced the ris-
ing inequality between early industrialized and developing countries, expanding the
gap between their populations’ well-being.
Until the final decades of the 20th century, societies believed natural resources
were an endless flow of raw materials and that the environment’s regenerative capac-
ity was able to compensate for all of the consequences of human action. Today,
however, the facts have shown that the current paradigm of unlimited resource con-
sumption is no longer acceptable. As people realize the importance environmen-
tal issues have in all organizational aspects of human life, it becomes necessary
to include sustainability perspectives within economic, political and social stances.
The publication of the Brundtland report (Brundtland Commission, 1987) pointed to
the necessity of pursuing economic growth in a more sustainable way ‘that meets the
needs of the present without compromising future needs’. This report and subsequent
treaties devised to battle the effects of climate change served to stimulate nations’
environmental awareness; customers began to demand ‘environmentally friendly’
services and products, and companies began to notice new commercial opportunities
(Defee et al., 2009).
In this regard, achieving sustainable manufacturing practices in manufacturing
industries is pivotal (Tan et al., 2011; Shankar et al., 2017; Alayón et al., 2017).
Sustainable manufacturing is a way of creating products through processes that
ensure the conservation of energy and resources to ultimately minimize the aggre-
gate negative impact on the environment (Moktadir et al., 2018).
Since the First Industrial Revolution, production has been based on a linear
economic system in which raw materials and resources were considered unlim-
ited, following an ‘obtain, use, and discard’ approach. However, this model
triggers non-renewable resource depletion, which results in severe economic
and social impacts with wide ecological footprints in natural ecosystems
(Momete, 2020).
These challenges along with the underlying limitations of a linear economy led to
the appearance of the concept of a circular economy (CE) within the framework of
sustainable manufacturing as a way to harmonize the ambitions of economic growth
and the protection of the environment (Lieder and Rashid, 2016). The CE model,
main objectives of which are to diminish the production of waste and pollution and
the use of raw resources (e.g. fresh water), is having a great economic and ecological
impact as it closes the ‘loops’ of flows in resource utilization (Ormazabal et al., 2018;
Bressanelli et al., 2019; Sartal et al., 2020c).
Closing Loops, Easing Strains 25

The CE places attention to the entire material life cycle, from the initial moment
when things are designed, gathered from the soil, or sourced by upstream suppliers
to their transformation by manufacturers. CE encompasses everything from distri-
bution and sales to customer use and reuse. Indeed, the key aspect of circularity is
building a strong reverse supply chain, through which worn products can be returned
to manufacturing stages to be used as new inputs. Thus, materials can be further
exploited while they circulate through a closed-loop supply chain system (Lieder and
Rashid, 2016). As a CE considers societal, technological and environmental issues
in terms of individual industrial processes, resource efficiency – with a particular
focus on industrial waste generation – is sought to achieve better harmony and bal-
ance among society, the environment and the economy (Lieder and Rashid, 2016;
Momete, 2020; Sartal et al., 2020c).
The CE notion is gaining momentum as an ostensibly novel path toward sus-
tainable development (Lieder and Rashid, 2016; Govindan and Hasanagic, 2018).
Despite mounting attention and support, CEs have experienced little implementation
thus far (Kirchherr et al., 2018). Lieder and Rashid (2016) found that CE research has
focused on waste generation, environmental impact and resource use while neglect-
ing business and management viewpoints. This neglect, however, bears the risk of
hindering CE implementation, as its advantages for industries are inexplicit. In their
review of the literature on this subject, Vanner et al. (2014) identified several limit-
ing factors for CE development: economic signs that do not foster innovation, the
efficient use of resources, or pollution mitigation; lack of awareness and informa-
tion; insufficient investment in technology; limited sustainable public incentives; and
lower consumer and business acceptance.
In sum, the barriers that hamper the CE’s development can be grouped into the
following categories: financial, structural, operational, cultural, technological and
governance (de Jesus and Mendonça, 2018; Govindan and Hasanagic, 2018; Araujo
Galvão et al., 2018). Among them, the fundamental barrier seems to be technologi-
cal: the deployment of relevant technology is a precondition for the transition to a
CE, as stated by much of the literature (e.g. Shahbazi et al., 2016; Pheifer, 2017).
When analyzing the barriers to implementation of a CE, de Jesus and Mendonça
(2018) find that ‘technical bottlenecks stand out as the perceived source of the great-
est challenges’ (p. 81). For their part, Kirchherr et al. (2018) affirm that existing
literature calls technology the main barrier to a CE; 35% of studies raise this point,
far more than for any other type of barriers.
Following this view, many practitioners and researchers have also raised the
idea that ‘Industry 4.0’ (I4.0) offers tools and solutions to help solve this eco-
efficiency challenge (Stock and Seliger, 2016; Sartal et al., 2019; Horváth and
Szabó, 2019). Sartal et al. (2020b) point out that the arrival of I4.0 can be a decisive
facilitator for improving industrial process efficiency and optimizing CE models
(Figure 2.1).
I4.0 is a multi-field notion that embodies the beginning of the Fourth Industrial
Revolution, which was first introduced during the Hannover Fair event in 2011
(Glistau and Coello, 2018; Sartal et al., 2019). The technologies this concept entails
emphasize consistent digitization and information sharing by linking production
units to achieve an interoperable environment. In doing so, new processes and
26 Conceptual Understanding and Adoption Challenges

FIGURE 2.1 From linear economy to circular economy: the role of industry 4.0 technologies.

manufacturing technologies can be deployed, increasing sustainable and operational

performance.
In accordance with these trends and considering the different I4.0 technologies
as facilitators of CEs, our work explores how I4.0 can contribute to overcome the
technological barriers to successfully establish CEs. To do this, we establish a theo-
retical framework based on the grouping of I4.0 technologies into three bundles: (i)
connectivity and data analytics (CDA), (ii) autonomously supervised plant systems
(ASPS) and (iii) virtual reality and optimization (VRO). This grouping allows us to
thoroughly study the effects of I4.0 on a CE from a triple perspective: (i) the con-
nectivity between agents and processes, (ii) the management revolution generated
by the employment of new technologies in production processes and (iii) the further
process and product optimization that virtual environments and forecasting tech-
niques allow.

2.2 INDUSTRY 4.0 AND ITS UNDERPINNING TECHNOLOGIES

Throughout human history, the appearance of innovative technologies has resulted
in astonishing changes in firm processes, structures and behaviors. The First
Industrial Revolution saw the implementation of mechanized processes and steam
engines in production facilities. From the mid-19th century onward, advances in
electricity, communications and heavy industries, as well as in labor division, trig-
gered the Second Industrial Revolution. Subsequently, the third industrial wave was
set off in the second half of the 20th century, when information technologies (IT)
and advanced electronics further improved communication systems (e.g. computers,
the Internet) and process automation (Figure 2.2).Along with these technological
evolutions, new organizational structures and strategies appeared. From the Fordist
perspective of mass-production lines in the Second Industrial Revolution to Lean’s
waste reduction and process standardization in the third, the objectives of these
strategies have always been to maximize efficiency while fulfilling customers’ pref-
erences (Sartal and Vázquez, 2017). In this regard, society is now experiencing a
Closing Loops, Easing Strains 27

FIGURE 2.2 The four industrial revolutions and their changes.

transition between two stages which are driven by two different forces: customers’
behavioral changes and technological development.
Consumers’ preferences are moving toward products and services with greater
differentiation as consumers are also increasingly concerned about environmental
and social problems (Kaswan and Rathi, 2020). Therefore, firms need further adapt-
ability. Production processes need to be quickly adapted to fulfill ever-changing cus-
tomer demands, which are currently for ultra-personalized products and services
(UPPS), to create value (Müller et al., 2018; Sartal et al., 2018; Torn and Vaneker,
2019). On the other hand, technology has reached a new stage; it is arguably con-
sidered to have broken from past trends and started a new one by itself: the Fourth
Industrial Revolution (i.e. I4.0) was born from further IT development and its subse-
quent integration with computer-integrated manufacturing systems, usually referred
to as cyber-physical systems (CPSs; Oztemel and Gursev, 2020; Mattos Nacimento
et al., 2019; Yao et al., 2019). CPSs are born from the connection of physical items
within virtual environments by using big data (BD), artificial intelligence (AI),
cloud computing (CC) and the Internet of Things (IoT), which enable new busi-
ness strategies (e.g. mass personalization, production decentralization), structures
(e.g. modularity, dark factories) and processes (e.g. real-time monitoring, continuous
optimization). With improved end-to-end communication (E2E), (i) information can
be accessed and analyzed in real time; (ii) production capabilities, flexibility and
efficiency will increase; and (iii) decision-making processes will be decentralized.
Along with CPSs, innovative technologies such as additive manufacturing (AM),
augmented virtual reality (AVR) and virtual simulation can be developed within
these interconnected environments, with the potential to further improve operational
performance (Barreto et al., 2017; Wagner et al., 2017; Leng et al., 2019).
The interconnection of these systems across different processes and agents in
manufacturing environments will enable the appearance of connected smart facto-
ries (CSFs) and change the paradigm of operational excellence practices (Liu and
Xu, 2017; Oztemel and Gursev, 2020; Mattos Nacimento et al., 2019). A CSF embod-
ies a transversally connected network-based manufacturing system that fosters (i)
improvements in process efficiency (higher energy efficiency, lower resource con-
sumption and new manufacturing processes), (ii) the reduction of waste and replace-
ment of raw materials, (iii) higher product-added value for customers (through
28 Conceptual Understanding and Adoption Challenges

increased product customization) and (iv) improved coordination while maintaining

high-variety, low-cost and flexible production (Park, 2016; Torn and Vaneker, 2019;
Ghobakhloo, 2020).
However, due to their characteristic interconnectivity, CSFs require principles
from the deployment of communication and IT, highlighting the use of interoper-
ability approaches (i.e. IoT, Internet of Services [IoS], and Internet of People [IoP])
and BDA to make the most of their benefits (Niesen et al., 2016; Gilchrist, 2016;
Hortelano et al., 2017). Interoperability is the cornerstone for the components of a
network – such as control systems, decision systems, human resources and intel-
ligent equipment – to be connected and coordinated, sharing the data needed for
optimal functioning (Tortorella and Fettermann, 2018; Zheng et al., 2018). In these
environments, the IoT, IoP and IoS become intertwined, triggering the appearance of
multilayered communication flows called the Big Internet (TBI).
Nevertheless, this is not a constraint, as interoperability is already considered a
necessary condition for I4.0 and CPS/CSF deployment (Li, 2018; Usuga Cadavid et
al., 2020; Fragapane et al., 2020). As a consequence, all of the technologies of CSFs
must be equally developed to create smart manufacturing environments that are able
to stimulate greater production, optimization and simulation capabilities (Liu and
Xu, 2017; Yao et al., 2019).
Since I4.0 is a paradigm involving an extensive range of different concepts and its
technologies have most often been individually studied (Aceto et al., 2019; Oztemel
and Gursev, 2020), a division into three main bundles can be made to include the
possibility for different outcomes, necessities and challenges within each set of CSF
practices. An analysis of this kind would enable us to thoroughly study I4.0 as a trin-
ity of fields with different natures, yet also as individual, and different technologies
that are as follows: (i) swift connectivity between agents and processes of a network,
(ii) new technologies in manufacturing processes that revolutionize production man-
agement practices and (iii) virtual environments and forecasting methods that allow
further process and product optimization (Figure 2.3).

FIGURE 2.3 The connected smart factory structure.

Closing Loops, Easing Strains 29

2.2.1 Connectivity and Data Analytics (CDA)

Technologies such as TBI, BD, AI and Computer Systems (CS) enable interconnec-
tion between machines, human resources, materials and process controllers (Longo
et al., 2017; Frank et al., 2019; Li et al., 2020). While TBI (IoT, IoP, IoS) is the
net that creates the cyber-environment, whereby information is conveyed. CSs are
expected to store the BD gathered from manufacturing processes in remote systems.
As CSs create platforms of computer networks with central hardware and distrib-
uted software, information can be accessed anywhere, providing services to differ-
ent users (Rehman et al., 2019; Majstorovic and Stojadinovic, 2020). Hence, cost
and energy consumption are reduced, resulting in a better allocation of resources.
This pillar is basic for the implementation of the other bundles since it will allow
enhanced information flows, real-time analysis and process optimization, which are
the foundations for a transverse system integration (Liu and Xu, 2017; Fragapane
et al., 2020; Usuga Cadavid et al., 2020).
Clearer information about inventories, machine conditions and transportation
routes will bring transparency, surveillance and control to smart factories, resulting
in efficiency improvements, reductions in time and reductions in waste and flaws in
manufacturing processes (Buer et al., 2018; Schroeder et al., 2019; Ghobakhloo and
Ng, 2019). In addition, these enhanced capabilities will provide enhanced trouble-
shooting and quicker problem-solving decisions (Li et al., 2017; Kamble et al., 2020).
In this sense, human connectivity is also improved. Social intranets will be strength-
ened as the communication gap between the different layers of workers – employees,
middle management and leadership – is reduced (de Zubielqui et al., 2019).
As a consequence, the CDA pillar will unleash new competitive advantages, orga-
nizational capabilities, increased labor productivity and, ultimately, higher opera-
tional performance (Horvat et al., 2019; Holmström et al., 2019; Li et al., 2020).

2.2.2 Autonomously Supervised Plant Systems (ASPS)

AM, automatic guided vehicles (AGVs) and autonomous robots and cobots (ARCs)
are changing the way production processes are conceived. AM, also known as
3D printing, is a manufacturing process that ‘uses computer-aided design to build
objects layer by layer, as opposed to traditional manufacturing, which cuts, drills and
grinds away unwanted excess from a solid piece of material’, according to the ASTM
International Committee F42 on AM technologies. This technology is expected to
bring further savings in energy consumption and waste reduction, as well as flex-
ibility in manufacturing environments (Friesike et al., 2019; Ghobadian et al., 2020).
AGVs are means of transportation that, by using AI, allow intelligent, autonomous
navigation to deliver materials across production environments. Their use will bring
more flexibility to production lines, improving the material flow and increasing
market responsiveness (Dias et al., 2018; Fragapane et al., 2020). Finally, ARCs
are mechanized devices that arise from the technological possibilities established
by AI and interconnectivity systems (e.g. IoT, CS) to improve processes. While
autonomous robots make decisions without any operator by learning from surround-
ing environments, cobots are designed to help workers with their tasks, creating a
Exploring the Variety of Random
Documents with Different Content
wollten; denn diese Leute wären, falls man ihnen die Häfen der Ver.
Staaten verschlossen hätte, über Mexico oder Canada
eingewandert.“
„Dieselben Gründe wurden zu meiner Zeit vielfach geltend gemacht,“
bemerkte ich zustimmend.
„Das vergleichsweise geringe Unheil, welches die Einwanderer
anrichteten, wurde ganz in den Schatten gestellt durch den großen
Nutzen, welcher dem Volke der Ver. Staaten aus dem europäischen
Menschenstrom erwuchs,“ fuhr Forest fort. „Die einfache Thatsache,
daß Hunderttausende gesunder Menschen, deren Aufzucht und
Erziehung den europäischen Ländern mehrere hundert Millionen
Dollars gekostet hatte, den amerikanischen Boden betraten, war ein
großer Gewinn für die Ver. Staaten. Die bloße Anwesenheit dieser
Männer und Frauen erhöhte den Wert des Landes da, wo sie sich
niederließen; so die Grundeigentümer bereichernd. Viele der
Einwanderer waren geschulte Arbeiter und Handwerker, andere
Künstler und Gelehrte. Alle diese Männer und Frauen waren aber mit
den Sitten, den Geschäftsgebräuchen, den Landesverhältnissen und
oft auch mit der englischen Sprache nicht vertraut. Sie mußten
daher fast ausnahmslos beim B e g i n n ihrer amerikanischen
Thätigkeit die untersten Plätze im amerikanischen Erwerbsleben
einnehmen. Dadurch erhoben sie naturgemäß alle diejenigen,
welche schon in den Ver. Staaten wohnten, zu mehr oder weniger
höheren Stellungen im Leben.“
„Viele dieser Leute, welche aus allen Teilen Europas hierher kamen,
waren befähigte und gebildete Menschen, welche mit der Zeit
erfolgreiche Mitbewerber der älteren Ansiedler wurden. Aber der
beständige Menschenstrom, welcher sich aus den europäischen
Ländern nach den Ver. Staaten ergoß, bereicherte und erhob doch
beständig das amerikanische Volk und alle die Schläge, welche
gegen die Einwanderung gerichtet wurden, waren deshalb unklug.
Die Gesetzgeber, welche solche Maßregeln befürworteten, erinnern
mich an den Mann, welcher eine Gans schlachten wollte, die jeden
Tag ein goldenes Ei legte.“
Nach einer kurzen Pause schloß Forest seine Auseinandersetzungen
folgendermaßen: „Es ist natürlich ganz unmöglich, irgend welche
Vorschläge zur Umgestaltung der Gesellschaft zu entwickeln, welche
sich allgemeiner Zustimmung erfreuen könnten. Ich behaupte indes,
daß alle solche Vorschläge zwei leitende Grundsätze verkörpern
müssen. Alle Verbesserungsvorschläge sollten den Zweck haben,
aus der menschlichen Gesellschaft die
u n v e r s c h u l d e t e A r m u t z u v e r b a n n e n, indem sie die
Furcht vor derselben durch zweckmäßige
Versicherungseinrichtungen beseitigen und sie sollten den
W e t t b e w e r b e r h a l t e n, die gewaltige Kraft, welche beständig
jedermann anspornt, seine besten Kräfte einzusetzen, um sich selbst
und die Menschheit auf einen höheren Standpunkt zu erheben.“
 Achtes Kapitel.
Als ich Herrn Forest nach unserer letzten Unterredung verlassen
hatte, war ich teils durch seine Auseinandersetzungen, teils durch
meine eigenen Wahrnehmungen überzeugt worden, daß der
Kommunismus nicht, wie Dr. Leete behauptete, das tausendjährige
Reich menschlicher Glückseligkeit herbeigeführt, sondern im
Gegenteil die Menschheit in vielen Beziehungen erniedrigt hatte.
Es war mir klar, daß ich mit Dr. Leete offen über den Wechsel meiner
Ansichten sprechen und meine Stellung als Professor im Shawmut-
College aufgeben mußte, ohne Rücksicht auf die jedenfalls
unausbleiblichen übeln Folgen.
Dr. Leete hatte mich mit großer Güte behandelt. Ich war überzeugt,
daß mein liebenswürdiger Gastfreund mir auch dann seine
Freundschaft geschenkt haben würde, wenn ich mich nicht gleich
vom Anbeginn für den Kommunismus begeistert hätte. Er würde
andere Ansichten sicherlich geduldet haben, wenn ich nur die
Regierung nicht offen bekämpft hätte. Vielleicht hätte er sogar in
meine Verbindung mit Edith gewilligt. Ganz anders lagen aber die
Verhältnisse jetzt. Der Wechsel meiner Ansichten mußte für Dr. Leete
im höchsten Grade unangenehm werden. Er hatte mich als einen
Mann empfohlen, der sich besonders zum Nachfolger Forests als
Professor der Geschichte des neunzehnten Jahrhunderts eigne.
Meine Ernennung war lediglich eine Folge seiner Empfehlung und
mein Abfall vom Kommunismus mußte notwendigerweise das
Ansehen schädigen, dessen Dr. Leete sich bisher erfreute. Es war mir
nicht zweifelhaft, daß mein Gastfreund das tief empfinden würde.
Mein plötzlicher Meinungswechsel in Bezug auf die
Gesellschaftsordnung war ja nur eine Folge meiner Unkenntnis
volkswirtschaftlicher und gesellschaftlicher Lehren und Erfahrungen.
Nichts destoweniger mußte mein Abfall mir in der Leete’schen
Familie und in den politischen Kreisen außerordentlich schaden. War
man nicht gezwungen, mich für einen oberflächlichen, faden und
undankbaren Menschen zu halten, der sich nicht nur in wenigen
Wochen aus einem begeisterten Anhänger der Gütergemeinschaft in
einen entschiedenen Gegner dieser Lehre verwandelt, sondern durch
sein Verhalten auch seinen wohlwollenden Freund in eine sehr
peinliche Lage gebracht hatte?
Und was mußte Edith von meinem Gesinnungswechsel und von
meinem Rücktritt aus der Professur denken? Sie liebte und verehrte
ihren Vater. Würde ihre junge Neigung zu mir sich in diesem
schweren Kampfe lebenskräftig zeigen? Meine blinde Begeisterung
für die neue Ordnung der Dinge war von der Regierungspresse dem
ganzen Lande verkündet worden. Man hatte besonderes Gewicht
darauf gelegt, daß gerade ich, ein lebender Zeuge der früheren
Gesellschaftsordnung, ein fanatischer Anhänger des Kommunismus
geworden wäre. Mein Abfall von dieser Lehre, gleich nachdem ich
mit ihr und den Folgen ihrer Durchführung näher vertraut geworden
war, versetzte die Presse der Regierung in eine sehr peinliche, fast
komische Lage. Es war vorauszusehen, daß man mich als einen
grundsatzlosen Demagogen, vielleicht sogar als einen gefährlichen
Schurken behandeln würde. Ich mußte natürlich erwarten, daß man
mich in die zweite Abteilung eines dritten Grades stecken und mir
die denkbar unangenehmste Arbeit zuerteilen würde; — wenn man
mich nicht gar in ein Tollhaus brachte. Konnte ich noch daran
denken, Edith Leete, welche im Hause ihres angesehenen Vaters wie
eine Blume in einem wohlgepflegten Garten aufgewachsen war,
aufzufordern, das Schicksal eines Mannes zu teilen, der von den
Menschen entweder als ein flachköpfiger Schwätzer oder als ein
grundsatzloser Heuchler angesehen werden mußte, für den eine
Stellung in der zweiten Abteilung des dritten Grades eigentlich noch
viel zu gut war?
Die Furcht, Ediths Liebe zu verlieren, drängte eine Zeitlang alle
meine andern Gedanken in den Hintergrund; denn in Edith Leete
liebte ich Edith Bartlett und die Vorstellung, daß Edith sich von mir
abwenden könnte, legte sich wie ein Alp auf mein Herz. Niemals in
meinem Leben hatte ich mich so hoffnungslos elend gefühlt, wie auf
meinem Wege zum Hause des Dr. Leete nach meiner letzten
Unterredung mit Herrn Forest.
Einen Augenblick erwog ich den Gedanken, meinem elenden,
aussichtslosen Dasein mit eigener Hand ein Ende zu machen; dann
aber entschloß ich mich, mein Schicksal wie ein Mann zu tragen. So
schritt ich denn Dr. Leetes Hause zu, entschlossen, meine Freunde
nicht zu täuschen und meine Schuldigkeit als Mann von Ehre zu
thun.
Ich fand Dr. Leete, der sonst immer freundlich und gefaßt erschien,
in aufgeregter Stimmung. Er blickte sorgenvoll und drohend zugleich
drein. Ehe ich ihn anreden konnte, blieb er auf dem Wege durch das
Zimmer vor mir stehen und sagte:
„Ich habe die glaubwürdige Nachricht erhalten, daß unser
gemeinschaftlicher Freund Fest einen Aufstand der Radikalen
veranlassen möchte. Während der letzten Tage haben mehrere
geheime Versammlungen stattgefunden und ich weiß, daß Fest die
Absicht hat, den Anfang hier in Boston zu machen.“
„Wie wollen Sie sein Vorhaben vereiteln?“ fragte ich. „Wollen Sie die
Bürger aufrufen und die Verschwörer verhaften lassen? Ich stehe
jedenfalls zu Ihren Diensten,“ fügte ich hinzu, sehr froh, meinem
Gastfreunde wenigstens gegen die Radikalen dienstwillig sein zu
können. Denn ich verabscheute deren Lehren noch mehr als deren
Führer.
„Ich bezweifle, daß es politisch klug wäre, einen Aufruf an die Bürger
zu erlassen,“ entgegnete der Doktor. „Durch einen solchen Schritt
würde man der Verschwörung zu viel Bedeutung verleihen. Ich
wollte, ich hätte diesen Fest unter ärztliche Behandlung gestellt,
gleich nachdem er zum letztenmale mein Haus verließ. Er allein ist
gefährlich. Sein Anhang bedeutet an sich nicht viel. Aber unter der
Führung eines Menschen, der, wie Fest, eine gewisse rohe
Beredsamkeit mit Kühnheit und persönlicher Kraft verbindet, kann
eine Empörung immerhin gefährlich werden. Um das zu verhüten,
habe ich Auftrag gegeben, den Hauptverschwörer zu verhaften und
ihn an einem sichern Platze unter ärztliche Behandlung zu nehmen.“
Ich konnte diesen Schritt nicht gutheißen, obschon derselbe Erfolg
versprach. Unangenehm berührte es mich, daß man einen
politischen Feind nicht offen als solchen behandeln und unschädlich
machen wollte, sondern daß man auch hier wieder von Heilanstalt
und ärztlicher Behandlung faselte. Ich hielt es indes für nutzlos, in
diesem Augenblicke meine Ansichten über diese Behandlungsart
politischer Gegner auseinander zu setzen und fragte Herrn Leete nur,
ob er einige Minuten für meine Angelegenheiten übrig habe. Ich hielt
es für meine Pflicht, nunmehr offen mit Ediths Vater zu sprechen.
Mit seiner gewöhnlichen Güte wandte Dr. Leete sich zu mir und bat
mich, wenn es mir nicht unangenehm sei, die Unterredung auf den
nächsten Morgen zu verschieben.
Ich gab meine Zustimmung.
Wir gingen in das Speisezimmer und setzten uns zu Tische. Frau
Leete hatte aus dem Kochhause ein leichtes Abendbrot holen lassen;
aber niemand bekundete irgendwelche Eßlust. Wir alle waren in
unruhiger Stimmung.
Dr. Leete blickte auf seine Uhr.
„Fest sollte sich jetzt bereits unter der Obhut der Beamten und Ärzte
befinden,“ sagte er. „Ich erwarte einen Bericht.“
Nachdem einige weitere Minuten in unruhiger Erwartung vergangen
waren, hörten wir Lärm auf der Straße. Eine große Volksmenge
schien sich dem Hause zu nähern.
Die Hausthür wurde geöffnet und ein lärmender Volkshaufe füllte
den Flur sowie das Speisezimmer. An der Spitze befand sich Fest,
welcher offenbar einen heißen Kampf bestanden hatte. Sein
wollenes Hemd war zerrissen und das Schlächterbeil, welches er in
seiner Rechten hielt, triefte von Blut.
„Hier bin ich wieder, Dr. Leete,“ rief er mit seiner mächtigen, etwas
heisern Stimme. „Ich habe Sie gewarnt und Ihnen gesagt, daß ich
Ihr Haus nie wieder als Freund betreten würde. Und da Sie,
verfluchter alter heuchlerischer Tyrann Befehl gegeben haben, mich
gesunden Menschen in ein Tollhaus zu sperren, so habe ich
beschlossen, daß Sie heute Abend noch sterben sollen. Das Volk von
Boston soll von Ihrer Tyrannei befreit werden.“
Ich ergriff ein Messer und trat an Dr. Leetes Seite, entschlossen, ihn
mit meinem Leibe zu decken.
Aber in diesem Augenblicke wurde die Aufmerksamkeit des
Menschenhaufens durch Forest in Anspruch genommen, der sich
durch die Menge drängte, auf den Eßtisch sprang und ohne
Zeitverlust rief: „Ihr alle kennt mich und wißt, daß ich ein Feind
dieses Mannes bin.“ Dabei wies er auf Dr. Leete. „Weil ich unsere
elende Regierung nicht verteidigen wollte, wurde ich aus meiner
Professorenstellung verdrängt und Dr. Leete war es, der mir eine
Hausknechtsstelle in der Universität anwies.“
„Das sieht dem miserablen alten Kerl ähnlich,“ schrie ein schmutzig
aussehender Bursche.
„Deshalb sage ich: Nieder mit einer Regierung, welche die freie Rede
erwürgen wollte!“ redete Forest weiter. „Nieder mit der Tyrannei!
Aber laßt uns diesen jämmerlichen alten Sünder nicht abschlachten.
Es ist kräftiger, bewaffneter Männer, wie wir es sind, ganz unwürdig,
einen unbewaffneten, alten Menschen zu töten. Wir wollen ihn in
dasselbe Tollhaus sperren, in welches er unseren Freund Fest
schicken wollte.“
„Ja! So ist es recht! Sperrt ihn in ein Tollhaus!“ brüllten die
Radikalen.
Es war klar, daß Forest versuchte, Dr. Leetes Leben zu retten. Mein
Blick glitt zu Edith hinüber. Sie war totenbleich, aber gefaßt. Sie
hatte ihren linken Arm um ihren Vater geschlungen und ihr Auge
begegnete dem meinigen freundlich wie immer. Unglücklicherweise
bemerkte Fest diesen Blick Ediths und seine Eifersucht brach mit
erneuter Wut los.
„Ihr verdammten Narren,“ schrie er mit vor Grimm fast erstickter
Stimme. „Merkt ihr denn nicht, daß dieser Forest den Versuch macht,
das Leben jenes verschmitzten und gefährlichen alten Tyrannen zu
retten? Aber das soll ihm nicht gelingen. Als meinen Anteil an der
Beute verlange ich das Leben Leetes und seine lebendige Tochter.“
„Thue, was du willst, Bob,“ riefen einige aus dem Haufen.
„Verlassen Sie dieses Haus, Forest,“ befahl Robert Fest. „Ich hege
keinen Groll gegen Sie. Wenn Sie aber meinen Weg kreuzen, werden
Sie die Folgen zu tragen haben.“
„So lange ich lebe, sollen Sie in diesem Hause und an diesem alten
Manne nicht zum Mörder werden,“ entgegnete Forest. „Sie sollten
sich schämen, Fest! Ihr Benehmen ist eines Mannes von Ehre ganz
unwürdig.“
„Schweig, du Narr,“ schrie Fest wütend. „Der heuchlerische Schurke
Leete hat das Volk lange genug geknechtet. Er muß sterben und
wenn du dich nicht aus dem Wege machst, wirst du mit ihm zur
Hölle fahren.“
Ein Zorn, wie ich ihn nie zuvor empfunden, riß mich hin.
„Was hat dieser alte Mann gethan, um deinen Blutdurst zu erregen,
du gemeiner, grausamer Feigling,“ rief ich, auf Fest zuspringend, um
ihm mein Messer in die Brust zu stoßen. Aber ein Dutzend Fäuste
entwaffnete mich, während Fest befahl:
„Steckt den Jubelgreis in einen Sack und werft ihn in den Hafen.
Obschon ich in den Augen des Professors kein Mann von Ehre bin,
halte ich doch mein Wort und ich habe dem ausgegrabenen
Gespenst versprochen, daß ich es wie einen jungen Hund ersäufen
würde, wenn er mir wieder zwischen die Beine läuft.“
Er erhob seine blutige Axt und schritt auf Dr. Leete zu, der
bewegungslos dastand, seine grauen Augen auf den rohen Feind
gerichtet.
Noch einmal versuchte Forest das Leben des alten Herrn zu retten,
indem er sich vor diesen stellte; aber ein Kerl mit struppigem Bart
und kleinen, viehisch funkelnden Augen begrub ein langes Messer in
Forests treuer Brust. Mit den Worten: „Wir sind quitt, Leete,“ stürzte
er zu Boden.
Edith rang mit zwei Männern, welche versuchten, sie von ihrem
Vater fortzuführen, als Fests Fleischeraxt auf das graue Haupt Dr.
Leetes niederfiel.
Ohne einen Laut von sich zu geben, brach er tot zusammen.
Edith stieß einen lauten Schrei aus und verlor die Besinnung. Fest
fing sie in seinem mit dem Blute ihres Vaters bespritzten Arme auf.
„Sie weigerte sich, mein Weib zu werden,“ sagte er mit einem
gleichzeitig rohen und boshaften Grinsen. „Jetzt ist sie mein, ohne
die alberne Eheschließerei.“
Und während er, Edith forttragend, zur Thür schritt, rief er seinen
Genossen zu: „Schlagt alle Freunde der Regierung tot, meine
Jungen! In einer Stunde werde ich euch auf dem Rathause treffen.“
Ich machte eine letzte, verzweifelte Anstrengung, die Männer von
mir abzuschütteln, welche mich festhielten und — erwachte am 31.
Mai 1887 in meinem Bette. An meiner Seite befanden sich ein Arzt
und mein Diener Sawyer, welche längere Zeit vergeblich versucht
hatten, mich aus meinem tiefen durch den Mesmeristen veranlaßten
Schlaf zu erwecken.
Mehr als eine Stunde verging, bis ich mein Denkvermögen wieder
erlangt hatte; dann aber machte ein tiefer Seufzer meiner
Beklemmung ein Ende.
Mit Blitzesschnelle jagten alle Einzelheiten meines anziehenden und
doch auch schrecklichen Traumes an meinem Geiste vorüber.
Wiederum wog ich die Gründe, welche Dr. Leete und Forest für ihre
Ansichten vorgeführt hatten, gegen einander ab und ich fühlte mich
unendlich glücklich bei dem Bewußtsein, daß ich im neunzehnten
Jahrhundert und nicht in dem Kommunistenstaate lebte, der mir wie
ein riesiges Zuchthaus am Abende vor einem Aufstande der
Sträflinge erschien.
„Lieber will ich doch in der Freiheit schwer arbeiten, als täglich in
einem gefängnisartigen Dasein einige Stunden mehr müßig zu
gehen,“ sagte ich, in Betrachtungen versunken, zu mir selbst.
„D e n n d i e A r b e i t i s t k e i n Ü b e l ! Und ehe ich mich unter
die kommunistische Sklaverei beuge, will ich lieber einige Jahre
länger thätig sein und auf einige Lebensannehmlichkeiten verzichten.
Die meisten Genüsse, nach welchen wir streben, erscheinen ohnehin
am begehrenswertesten, solange wir uns ihrer nicht erfreuen. Wenn
wir das Erstrebte erreicht haben und an den Genuß gewöhnt sind,
verliert er fast immer jeden Reiz.“
Ich beschloß, künftighin mein bestes Können für die Förderung alles
dessen einzusetzen, was der Menschheit zum Heile gereichen muß;
vor allem aber zur Zufriedenheit zu mahnen, welche die einzige
verläßliche Grundlage für menschliches Wohlbehagen bildet.
Glückseligkeit ist ja viel unabhängiger von Wohlstand, als viele
glauben; ja in Wirklichkeit scheitert das Wohlbehagen nur zu oft an
Ruhm und Reichtum. Ob wir uns glücklich fühlen, oder nicht, das
hängt großenteils von unserer Lebensauffassung ab.

Ende.
 FUSSNOTEN:
[1] S. Reclam’s Universal-Bibliothek Nr. 2661/62.
[2] Einzelne Stellen aus Bellamy’s Buch, „ E i n R ü c k b l i c k “
welche kennzeichnend für die Art und Weise sind, wie er
Gegenwart und Zukunft beurteilt, teile ich in „Anführungszeichen“
mit und gebe die Seiten an, auf welchen diese Sätze enthalten
sind, wobei die in der „ U n i v e r s a l - B i b l i o t h e k “ ( V e r l a g
von Philipp Reclam j r. , L e i p z i g ) erschienene
Übersetzung von G . v . G i z y c k i als Grundlage dient. Die als
Fußnoten gegebenen Seitenzahlen weisen daher immer auf die
erwähnte Übersetzung hin. Obiges ist auf Seite 224 zu finden.
[3] Seite 224.
[4] Seite 261.
[5] Seite 237.
[6] Seite 49.
[7] Seite 99.
[8] Seite 42 und 43.
[9] Seite 57.
[10] Seite 102.
[11] Seite 98 und 99.
[12] Seite 98 und 99.
[13] Seite 99.
[14] Seite 100.
[15] Seite 100.
[16] Seite 101.
[17] Seite 165-167.
 [18] Seite 152.
[19] Seite 152 u. 153.
[20] Seite 70.
[21] Die erste amtliche Zählung in den Vereinigten Staaten wurde
1790 vorgenommen; man zählte 3 929 314 Einwohner. Im Jahre
1880 belief sich die Bevölkerung auf 50 155 738 und 1890 wird sie
auf über 65 000 000 Seelen geschätzt. In hundert Jahren hat sie
sich versechzehnfacht. Sollte der Zuwachs in gleichem Maße
fortdauern, so würden 1990 in den Vereinigten Staaten und in
Canada 1 040 000 000 Menschen leben. Ich habe die jährliche
Bevölkerungszunahme aber auf nur zwei Prozent berechnet,
wonach die Vereinigten Staaten und Canada im Jahre 2000
ungefähr 500 Millionen Einwohner haben würden.
[22] Seite 28.
[23] Seite 28.
[24] Seite 150.
[25] Seite 216.
[26] Seite 208.
[27] Seite 95.
[28] Seite 79.
[29] Seite 35.
[30] Seite 187.
[31] Seite 188.
[32] Seite 70.
[33] Seite 97.
[34] Seite 97.
[35] Seite 147.
[36] Seite 159.

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