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The apparel industry causes environmental problems, particularly due to the shortening life cycle of garments and fast-fashion’s throw-away culture. The circular economy provides solutions to minimise and prevent these problems through innovative circular business models, which require changes in consumer behaviours. With the lens of environmental psychology, we analyse consumers’ willingness to acquire circular apparel considering four approaches on clothing life-cycle extension. We conducted an online questionnaire among Brazilian and Dutch consumers and tested if the Value-Belief-Norm (VBN) theory can explain the willingness of consumers to purchase circular apparel. Our results indicate that, overall, the variables from the VBN theory explain circular behaviour in the apparel industry and that the paths suggested by the model are supported by our analyses. Additionally, we tested and found that when all of the variables from the VBN theory were controlled for, materialistic values did not explain circular behaviours in the apparel industry among Brazilian respondents. However, they had a positive influence on some circular apparel behaviours among Dutch consumers. Overall, materialistic values did not play an important role in predicting willingness to consume circular clothing. Furthermore, the results suggest that the VBN theory predicts willingness to consume circular apparel better in the Netherlands compared to Brazil, suggesting that this behaviour may be perceived as more effortful for the Brazilian population. However, we highlight the need for future research.

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Purpose – This study aims to answer the following question: “Which organizational culture is embedded in a company that adopts a circular business model?” Theoretical framework – Although the circular economy is gaining a lot of attention from the academia recently, the literature has not been able to address the complexity inherent to this transition from the linear to the circular approach, regarding both a change in the organization and mindset. Design/methodology/approach – The Organizational Culture Assessment Instrument (OCAI) was chosen to identify the culture of the company and its values. The company selected was already in the CE100 network in Brazil so is a best-case scenario to be studied. Findings – The findings show that this company can behave in a way to promote innovation and focus on product development, which are characteristics of the Adhocracy culture profile. The organization also shows a desire to let go of formal and structured processes and embrace behavior that enhance collaboration and teamwork, which are important features of circular businesses. The study concludes that the OCAI methodology was able to show tendencies related to circular businesses. Research, Practical & Social implications – The study is limited since the OCAI method is only applied to one organization. As such, the authors suggest that other organizations be studied. Originality/value – The study discusses the importance of organizational culture and its rela