Assessing Organisational Capacities of Motivation-Driven Performance Outcomes in Circular Economy Transitions

Background. The transition from a linear to a circular economy is a complex process influenced by various external and internal factors, including state regulations aimed at achieving ESG objectives, market conditions, and consumer demand. Internal organisational factors, such as human resources, finance, and technology, determine an organisation's capacity to implement circular models. It is also important to consider the quality aspects of circular solutions that act as motivators and generate benefits not only for the environment and society but also for the implementing organisations. Purpose. This study aims to quantify and analyse the correlations between external motivators, internal capabilities in the circular economy transition, organisational benefits derived from implementation, and impacts on organisational performance. Findings. The analysis revealed strong correlations between most circular economy factors and key aspects of organisational performance, highlighting the strategic value of investing in circular economy models. The strongest correlations were found between team capacity and expert effectiveness (0.769), economic performance and financial efficiency (0.756), and resource efficiency and its associated benefits (0.741). Most of the remaining factors demonstrated moderate correlations (0.30–0.59), and only a few indicators demonstrated weak correlations (