5.1 Implementation of the Circular Economy Concept 101
101
shall be achieved (Windolph et al. 2014). Literature states that internal improve-
ments also contribute to employee satisfaction and motivation which increases
productivity (Windolph et al. 2014; Ehnert 2009; Carter and Rogers 2008; Moon
2007; Mcwilliams and Siegel 2001; Daily and Huang 2001).
Additionally, multiple studies find ethical reasons responsible for companiesengaging in sustainability initiatives (Babiak and Trendafilova 2011; Brønn and
Vidaver-Cohen 2009; Graafland 2006). Motivations for engaging in sustainability
in this context can be personal moral values, the desire to make a positive con-
tribution to society’s future, or to ‘do the right thing’ (Brønn and Vidaver-Cohen
2009; Graafland 2006).
As a result of this study all identified incentives in the cases of this study aregrouped as sub-categories to the four motives identified in literature as depicted
in Table 16.
Ta b l e 16 Results of evaluation of motivation reasons categorized into four
motive groups
Drivers for Sustainability
(literature review)
Drivers for Circular Economy
(Empirical results)
Ethical considerations • Personal Interest of the founder / CEO
Company-internal
improvement• Potential price stability in the future
• Minimize costs
• Employees motivation to do good for the environ-
ment
Legitimacy • Mission of the Company
• Important topic for the industry
• Curiosity for new concept
• Becoming a role model for other companies
• Anticipation of regulatory changes
Market Success • First mover advantage
• Competitive advantage
• Perfect fit to product portfolio
• Increased customer value
• PR initiative
• Increasing retailer attention
• Increased product qualityMarket success is the group which has the most coded motives assigned to it.
However, the table above depicts that other reasons play an important role for