Companies in the textile and apparel value chain have been increasingly implementing circular economy practices. However, implementation has focused on the techno-environmental (hard) dimension, and partly overlooked the (soft) social dimension. There is a lack of empirical knowledge about how businesses in this value chain simultaneously manage soft and hard aspects of circularity and what kind of socio-environmental impact they generate.

This research analysed the soft and hard aspects of ten circular business cases from three countries. It demonstrates that both aspects are integral components of a comprehensive transformative circular transition framework that facilitates the adoption of more inclusive and circular practices while improving sustainability performance.