Piispanen et al. (2019). A case study of exploring the barriers of pro-environmental behaviour

Summary: This study explores the transition from a linear economy to a circular economy (CE) and identifies barriers to pro-environmental behavior within the context of a specific company in the energy-intensive concrete industry. The CE represents a fundamental shift from the traditional linear model of “take, make, dispose” to a more sustainable approach focused on reducing waste and maximizing resource use through the principles of reduce, reuse, and recycle. This shift is driven by various factors, including population growth, urbanization, and technological advancements, which necessitate new business capabilities and agility. The existing literature primarily focuses on individual and corporate environmental awareness, but this study emphasizes the need to understand barriers to pro-environmental behavior. It highlights that these barriers can be institutional, legal, economic, social, or related to knowledge and innovation. The case study, based on an interview with the CEO of a concrete company, reveals that while there is awareness of CE and its potential for business opportunities, structural barriers—like the company’s ‘make-to-order’ business model and lengthy product development cycles—impede progress towards implementing CE practices.

Usefulness of the results: The findings are valuable for the CE as they illuminate specific challenges that businesses face when trying to adopt CE principles. By identifying barriers to pro-environmental behavior, stakeholders can better understand the complexities involved in transitioning to a circular model. This knowledge can inform policymakers and business leaders about the necessary support structures and strategies to facilitate CE adoption, such as reducing regulatory hurdles or providing financial incentives for sustainability initiatives. Moreover, highlighting the case of a pro-environment CEO offers insights into leadership’s role in driving circular initiatives, emphasizing that personal commitment can inspire broader organizational change. Overall, the study contributes to the understanding of how to effectively integrate CE into business practices and the importance of addressing structural obstacles to foster sustainable entrepreneurship.

Authors: Ville-Veikko Piispanen, University of Eastern Finland; Eeva Aromaa, University of Eastern Finland; Kaisa Henttonen, University of Eastern Finland

Publishing date: 4.7.2019

Format of the publication: Scientific Article

Publishing platform: International Journal of Entrepreneurship and Innovation Management (https://doi.org/10.1504/IJEIM.2019.102036)

More information: ville-veikko.piispanen@uef.fi