Overcoming barriers to circularity for internal ICT management in organizations
A change management approach
K.S. McMahon (TU Delft - Responsible Marketing and Consumer Behavior)
R Mugge (TU Delft - Responsible Marketing and Consumer Behavior)
H.J. Hultink (TU Delft - Responsible Marketing and Consumer Behavior)
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Abstract
Circularity-conscious management of information and communications technology (ICT) owned by organizations is important to achieving a circular economy. However, changes in organizational management toward circularity has been met with multiple challenges. This study uses 11 semi-structured interviews with on-the-ground ICT decision-makers in organizations to determine what barriers prevent the development and implementation of circularity-related changes in organizational ICT management. We identified 13 barriers relating to information and knowledge transfer, access to circular equipment, finances and contracts, and prioritization over circularity. Barrier-based interventions were further structured by Lewin's 3-step change management model – unfreeze, change, refreeze – highlighting the role of information access, relationships with contracted partners, and internal accountability and priority structures. These results bridge a currently underdeveloped link between circularity and management research as well as provide policy makers, researchers, and ICT managers insight on facilitating ICT's impactful role in society's transition to circularity.
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