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By rooting our study in Lewin’s change management theory, we conduct an in-depth case study of a medium-sized fashion firm transitioning toward a CE. Through adopting a multi-level and processual perspective, we offer empirical evidence of the change process and elucidate the drivers and resistance to change factors.

We opt for a single in-depth longitudinal case study of a fashion firm that was born with a sustainable business model and that is in transition toward the CE. We involve multiple informants, and we adopt a processual approach to uncover the drivers and resistance to change factors at different organizational levels (i.e. top and middle management and operational levels).

Our findings enable us to highlight novel key drivers and resistance factors at the organizational level. Regarding the former, we reveal the involvement of top and middle management in the decision-making process and the recruitment of young people. For the resistance factors, we identify adaptation to structural change, reluctant mindset, internal divergence of ideas, and commitment of all organizational levels to the CE.

The paper presents some limitations. First, our research is based on a single in-depth case study, which, while allowing for rich, detailed exploration, inherently limits the statistical generalizability of our findings. Focusing just on one organization located in a specific industry and geographical context means that our results may not be directly applicable to all organizational settings. Firms belonging to other industries would probably show different patterns of change due to industry-specific drivers and barriers. Also, the institutional and geographical contexts of our case study inevitably influence the cognitive and cultural aspects of the drivers and barriers we identified. Then, our research provides a processual yet not longitudinal view of OCCE, thus not fully capturing the long-term dynamics of the phenomenon.

Our findings underscore the critical role of visionary leadership, particularly stemming from the CEO, in driving CE transition. Leaders should articulate a clear vision for sustainability, foster a culture of experimentation and actively identify opportunities for CE implementation. Moreover, our results suggest that organizational culture plays a fundamental role in supporting CE transition. Creating a dedicated sustainability team to coordinate CE initiatives and counter the internal resistance, fostering the engagement of all organizational levels in CE initiatives, developing training programs to enhance CE knowledge and skills throughout the organization and recruiting young talents are some of the key recommendations we posit to firms aiming to start the process of CE transition.

This paper contributes to the emerging literature on “Organizational Change toward a Circular Economy” (OCCE) by providing a processual analysis of organizational change toward the CE. Through an in-depth exploratory study of a fashion firm in transition toward the CE, we were able to identify drivers and resistance factors and to offer a visual map of our findings to graphically show the change toward the CE and the drivers and resistance to change factors that have thus far been under-investigated from an organizational level (Graessler et al., 2024).

The purpose of this study is to investigate the effect of digital platforms on the resilience of food entrepreneurs in non-Western countries before and after the COVID-19 pandemic.

This study adopts a qualitative approach using cross-case analysis based on interviews with 17 restaurants in Iran’s touristic Torqabeh region. The data were collected before (2018) and after (2023) the COVID-19 outbreak.

The findings indicate that social and economic factors, particularly procurement and technological aspects of the food value chain, exhibited high resilience, enabling food entrepreneurs to revitalize their functions post-pandemic. The results reveal that digital platforms and online food shopping within food entrepreneurship contributed to this resilience by enhancing food distribution and potentially broadening equitable food access.

The main limitations of this research are linked to the research method, which focuses on qualitative coding, and its geographic focus on Iran, which may limit the generalizability of the findings to other contexts. The key implications include providing additional insights into the resilience of food entrepreneurship, illustrating the varied effects of social, economic and legal factors on revitalizing food entrepreneurship and emphasizing the crucial role of digital platforms in advancing food entrepreneurship.

The study advances the understanding of resilience in food entrepreneurship, contributing to both theoretical and practical strategies in emerging market contexts and offering insights for future research.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

This paper identified that digital platforms can help food entrepreneurs to develop and build resilience to improve firm performance.

The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.