Moving toward the new model of circularity, the capability to interpret the stakeholder’s relevance is essential to generate enterprise added-value in the managerial perspective. The circular economy (CE) concept represents one of the last frontiers in the differentiation strategy of products. In particular, the first communication of the European Commission concerning circular economy, in support of sustainable growth, clearly states that; “circular economy systems keep the added value in products for as long as possible and eliminate waste” (European Commision 2015).
The direction to which is moving the business model, in favour of a more circularity into the economy, implies the study of how the specific economic activities contributes or influences to the environment (Andersen 2006).
This concept includes the analysis of specific elements to increase the capacity of the organizations to better understand the mechanism of the new model which needs the involvement and commitment of the Stakeholders (European Commision 2015).
The definition of circular economy, based on reuse, remanufacturing or recycling, is not so recent (Lieder and Rashid 2015, Ruggieri, Braccini, et al.2016a). What is new essentially consists of the increasing attention devoted to it worldwide as a way to overcome the current throughput. production and consumption model based on the continuous growth and the in-creasing resource throughput (Ghisellini et al.2016). In Europe, in particular, the perception of environ (Ruggieri, Braccini, et al.2016a)mental policies aimed to the reuse of products is perceived as increasing efficiency of the liner system and as a major cost (Schulte 2013).
The pursuit of the entrepreneurial leverage is the key to the problem, where concepts such as “circular” and “consumption” present common elements for both the welfare and the economic growth. If on one hand this fact can be considered a limitation, on the other it can be seen as a market-space for the product and service differentiation. Specifically the business and consumers are central to move towards a circular economy in a multi-stakeholder context (Ruggieri, Braccini, et al.2016b).
Should not forget that current managerial techniques already try to take into account the stakeholder salience (Viveros 2016)in identifying necessary resources and capabilities for the entrepreneurial scope. From a Managerial point of view, in addition to the different views regarding salience attributes (credibility, transparency ecc), key enabling factors such as harmonization of regulations, Industrial Symbiosis, Incentives and consumer behaviour provides an effective path to move toward a Circular Management model (Ruggieri, Braccini, et al.2016a).A clear example in the US economy is represented by the “Benefit Corporations”, a new type of corporate entity resulting from the combination of the sustainability and social principles with the competitive advantage levers of differentiation (Everett 2013). But not everything of this model can be applied under the Circular concept. The common denominator between the two approaches is a fundamental question: how raising awareness and increasing capacity, in firms and organizations, to perceive the stakeholder’s relevance and how to turn them in effective levers to strength the competitiveness. In this sense the whole Benefit Corporation System could be the cross-cutting key to stimulate the entrepreneurial mainspring into the new market models, as well as Circularity approach, constantly evolving (André 2015).
9c. Public participation, role of stakeholders
