Who Thinks Managing the Circular Economy Is Difficult? A Comparative Analysis Across Circular Strategies, Firm Maturity, and Role Positions

This study examines perceived relative difficulty across organisational functions when firms implement circular economy (CE) strategies. Using survey data from 115 companies in Flanders (Belgium) that engage with circular strategies, respondents assessed whether managing eight organisational functions is easier, comparable, or more difficult in circular business contexts compared to conventional linear practices. The analysis compares perceptions across circular strategy profiles, firm maturity, and organisational role positions. Core operational functions – product development, procurement, production, and logistics – are most frequently perceived as more difficult, while supporting functions – human resource management and corporate governance – are more often perceived as comparable or, in some cases, easier. Young firms report more pronounced perceptions than established firms, with statistically significant differences for production and logistics. Role-based heterogeneity is also observed. Staff members are more likely to perceive marketing and sales as more difficult, while board members and managers more often report regulatory, standardisation, and supply chain collaboration barriers. These results extend barrier and enabler research by providing a function- and role-sensitive empirical mapping of where circular implementation is experienced as most demanding. The findings inform managers and policymakers by indicating where coordination, capability development, and enabling measures may be most consequential.