Implementation of circular economy approaches in the electrical and electronic equipment (EEE) sector: Barriers, enablers and policy insights
Open accessAbstract
Circular economy business models (CBMs) are identified as important levers in the transition to a circular economy (CE). In recent years, a growing body of research has examined the barriers and enablers to these models, however, the available empirical evidence is still limited while sector-specific assessments are lacking. Our study aims to enrich the research in this field by identifying barriers and enablers to the implementation of a variety of CBMs in the electrical and electronic equipment (EEE) sector. Based on this analysis, we provide several policy insights. The EEE sector has been chosen as the focus of this study as a sector with large untapped potential in implementing circularity practices. The study adopts a multi-case study approach and uses a sample of 31 cases developed through the CIRC4Life EU-funded project and the snowball sampling method. To our knowledge, this represents the largest case study sample used to examine CE approaches in the EEE sector. Our findings show that despite the various policy instruments in place to boost the CE transition in this sector, there exist gaps which require policy attention. These include lack of rules for transparency across supply chains, weak enforcement of EU waste legislation rules, limited use of circularity criteria in public tenders and lack of CE standards. Inconsistent requirements stemming from different policy domains can also pose challenges for companies adopting CE practices. Among the suggested actions that can facilitate CE practices include knowledge sharing platforms and business partnerships, R&D project grants, product CE labels, financial incentives and awareness-raising campaigns.
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Interconnected barriers spanning financial, market, operational, organisational, policy, technological and intrinsic domains pose substantial systemic inertia, impeding CE implementation.
“However, interconnected barriers spanning financial, market, operational, organisational, policy, technological and intrinsic domains pose substantial systemic inertia, impeding CE implementation (Tura et al. 2019;Vermunt et al. 2019;Rizos and Bryhn 2022).”
From Integrating Life Cycle Assessment, Monetised Externalities and Value Alignment for Strategic Reconfiguration of Circular Business Models: The Case of Smartphones (2026) · cites this paper as Rizos and Bryhn 2022
Section 2 identifies multiple financial, supply-chain, technological, consumer, organisational and policy barriers, and section 6 says no single policy instrument can address them all. Section 4.6 also describes an internal focus on linear processes that cannot easily change. The paper does not identify the quoted seven-domain classification, particularly a separate “intrinsic” domain, and its findings focus on the EEE sector rather than CE implementation generally. Page numbers are unavailable in our copy. (LLM, conf=0.82)
Experimental — accuracy not yet measuredThe shift to a recurring revenue model introduces new complexities for value capture, necessitating different adjusted risk management strategies compared to traditional sales.
“Finally, the shift to a recurring revenue model introduces new complexities for value capture, necessitating different adjusted risk management strategies compared to traditional sales (Rizos and Bryhn 2022;Hunger et al. 2024).”
From Integrating Life Cycle Assessment, Monetised Externalities and Value Alignment for Strategic Reconfiguration of Circular Business Models: The Case of Smartphones (2026) · cites this paper as Rizos and Bryhn 2022
Section 2.1 (page unavailable) says circular business models can add complexity compared with linear models, including questions about ownership and how costs and benefits are shared. Sections 4.2 and 4.6 discuss leasing opportunities and the need for new internal processes. The copy does not establish that recurring revenue specifically creates these complexities or that it requires different risk-management strategies from traditional sales. (LLM, conf=0.83)
Experimental — accuracy not yet measuredEfficiently managed take-back and refurbishment systems within a product-service system can turn extended producer responsibility obligations into value recovery opportunities, whereas high-quality, accessible service offerings can build brand loyalty in line with right-to-repair mandates, rather than treating them merely as compliance burdens.
“For instance, efficiently managed take-back and refurbishment systems within a PSS can turn EPR obligations into value recovery opportunities, whereas high-quality, accessible service offerings can build brand loyalty in line with RtR mandates, rather than treating them merely as compliance burdens (Rizos and Bryhn 2022).”
From Integrating Life Cycle Assessment, Monetised Externalities and Value Alignment for Strategic Reconfiguration of Circular Business Models: The Case of Smartphones (2026) · cites this paper as Rizos and Bryhn 2022
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Experimental — accuracy not yet measuredFostering a sense of active partnership is fundamental to enabling business models that equitably share the costs and benefits resulting from a transition towards a circular economy.
“Fostering this sense of active partnership is fundamental to enabling business models that equitably share the costs and benefits resulting from a transition towards a CE (Rizos and Bryhn 2022).”
From Integrating Life Cycle Assessment, Monetised Externalities and Value Alignment for Strategic Reconfiguration of Circular Business Models: The Case of Smartphones (2026) · cites this paper as Rizos and Bryhn 2022
Section 2.1 (page unavailable) says successful implementation of circular business models is largely contingent on collaboration among supply-chain actors and identifies sharing costs and benefits as a challenge. Section 4.3 (page unavailable) also reports partnerships as a key enabler. Neither passage establishes that partnership produces business models that share those costs and benefits equitably. (LLM, conf=0.84)
Experimental — accuracy not yet measuredBusiness model innovations that shift from product sales to service-based offerings align strongly with theoretical arguments positioning them as pivotal circular economy enablers.
“By contrast, BMIs that shift from product sales to service-based offerings align strongly with theoretical arguments positioning them as pivotal CE enablers (Rizos and Bryhn 2022;Conduit et al. 2023).”
From Integrating Life Cycle Assessment, Monetised Externalities and Value Alignment for Strategic Reconfiguration of Circular Business Models: The Case of Smartphones (2026) · cites this paper as Rizos and Bryhn 2022
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Defining the goals of Product Passports by circular product strategies
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Rittershaus, P., Aryan, V., Sánchez, D., Renner, M., & Poeppelbuss, J. (2026) · Business Strategy and the Environment · doi:10.1002/bse.70271 · Cited by 3 · see citing works
- Authors
- Rizos, V., & Bryhn, J.
- Affiliations
- Centre for European Policy Studies (BE)
- Corresponding author
- Rizos, Vasileios
- ORCID
- Rizos, Vasileios
- Venue
- Journal of Cleaner Production
- Publisher
- Elsevier BV
- Published
- 2022-03
- Volume
- 338
- Pages
- 130617
- ISSN
- 0959-6526 (ISSN-L)
- OpenAlex
- W4206794630
- Cited by
- 161
- References
- 4
- Citations by year
- 2026: 22 · 2025: 49 · 2024: 34 · 2023: 43 · 2022: 13
- FWCI
- 25.96
- Type
- journal article
- Language
- en
- Open access
- hybrid
- doi.org
- Licence
- Locations
- Journal of Cleaner Production (publishedVersion, cc-by)
- Lirias (submittedVersion, cc-by)
- Funders
- European Commission
- Topics
- Social Sciences › Business, Management and Accounting › Strategy and Management › Sustainable Supply Chain Management
- Social Sciences › Business, Management and Accounting › Marketing › Environmental Sustainability in Business
- Physical Sciences › Environmental Science › Waste Management and Disposal › Recycling and Waste Management Techniques
- Keywords
- circular economy, circular business models, barriers and facilitators, circular economy policy, supply chain transparency, public procurement, product labels, financial incentives, knowledge sharing platform, business partnerships, R&D subsidies, awareness-raising campaigns
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