Circular Management Practices and Organizational Resilience in Resource-Constrained Environments: A Conceptual Framework

Modern organizations increasingly operate under a structural condition shaping their environment: resource scarcity. Firms experience supply disruptions, volatility, and growing uncertainty when access to energy, raw materials, water, and other critical inputs becomes limited. Sustainability-oriented approaches encourage responsible resource use, but they do not fully explain how organizations achieve stability and adapt under persistent resource constraints. In this context, organizational resilience—the ability of firms to absorb shocks, adapt, and ultimately transform in response to sustained pressures—has emerged as an important complementary perspective. This paper develops an integrated conceptual framework explaining how circular management practices contribute to organizational resilience in resource-constrained environments. Drawing on the circular economy, organizational resilience, and dynamic capabilities literature, the framework establishes links between circular practices and resilience outcomes mediated by organizational enablers. To complement the conceptual development, an exploratory expert-based evaluation was conducted as a form of exploratory content validation focused on face validity, conceptual coherence, and perceived relevance of the proposed framework. The results indicate strong expert agreement regarding the coherence and applicability of the model. The study integrates circular economy and resilience theories into a unified framework and provides a conceptual foundation for future empirical research on circular management and organizational resilience.