Making circularity work

Organizations play a major role in climate change and feel increasing pressure to move away from wasteful “take-make-dispose” systems toward more circular, sustainable ways of working. While many studies focus on company strategies, much less is known about the role employees play in making this change happen. This dissertation looks at how employees experience and influence organizational change towards a circular economy. Using three studies, it shows that this transition is complex and often creates tensions for employees, such as balancing sustainability goals with existing routines and performance pressures. Employees respond to these tensions in different ways, sometimes falling back on old habits, but sometimes becoming more proactive. A key finding is that employees who can accept and work with contradictions are better able to drive positive change. Overall, this research highlights that employees are central to successful sustainability transitions and offers practical insights for organizations aiming to work more sustainably.