| Abstract [eng] |
The master thesis explores how project management practices enable the implementation of circular economy (CE) initiatives within manufacturing organisations. It seeks to bridge the gap between sustainability intentions and operational execution by showing how project management provides the structure for experimentation, learning, and adaptation. Problem: How do project management capabilities influence the successful implementation of circular economy initiatives in Lithuanian manufacturing organisations? Aim: To examine how project management capabilities particularly dynamic capabilities, governance, and digital enablers translate CE ambitions into measurable outcomes in the manufacturing sector. Objectives: • To examine how Lithuanian manufacturing organisations conceptualize circular economy initiatives and integrate them into project planning and execution. • To identify the project management capabilities (such as planning, resource allocation, stakeholder engagement) that enable or constrain circular transitions. • To explore the role of dynamic capabilities such as sensing, seizing and reconfiguring in mediating the relationship between project management and circular outcomes. • To assess how digital enablers, data governance, standards and risk management practices support or hinder circular projects. • To evaluate stakeholder co‑creation mechanisms and governance structures that influence the success of circular initiatives. Research Methods: • Philosophy: Interpretivism (hermeneutic understanding of organisational context). • Approach: Abductive reasoning linking theory and empirical insight. • Design: Qualitative multiple-case study of two Lithuanian manufacturing firms. • Data Collection: Semi-structured interviews with six professionals, supported by secondary data (policy reports, organisational documents). • Analysis: Thematic analysis combining deductive and inductive coding, triangulated across cases to ensure trustworthiness, credibility, and analytical generalization rather than statistical inference. Results Obtained: • The study revealed that project management practices strongly enable circular economy (CE) transitions in manufacturing by integrating reverse logistics, quality data, and stakeholder coordination into project scope. • Dynamic capabilities such as sensing, seizing, and reconfiguring were institutionalised through governance loops, audits, sprint projects, and ISO-compliant design routines. • Digitalisation (ERP-integrated dashboards, LCA, and LIMS tools) made circular performance measurable and governable across firms. • Measurable outcomes included a 25% CO₂ reduction, 40 tons of furniture diverted from landfills, and 12% lower virgin aluminium use at Ergolain, demonstrating tangible environmental and operational gains. |
