Purpose The purpose of this paper is twofold: first, to advance the knowledge of Circular Business Models (BMs) over linear models by focusing on new dynamics which are unique to developing countries and have mostly been overlooked by contemporary literature; and second, to bring to the fore aspects of human-sphere which are currently under-researched in the circular economy (CE) domain. Therefore, the research explores how collaboration can facilitate the transition of a developing country’s economy through the creation of value from circular BMs and human-sphere. Design/methodology/approach To fulfill the research objectives, the authors apply natural resource-based view (NRBV) theory to an in-depth case study. The authors draw the data from semi-structured interviews and observations in North African manufacturing companies. Findings It was found that multi-stakeholder collaboration is pertinent in implementing CE, especially in developing countries. Collaboration between companies, focusing on CE BMs, with other companies/SMEs could lead to technology transfer and organizational learning necessary for resource efficiency (RE) and clean technology (CT) – the basis for CE. The authors propose a model for collaboration as an enabler for CE. Research limitations/implications The analysis found multi-stakeholder collaboration to be an important antecedent to CE implementation in a developing country context. Furthermore, the authors found multinational companies who implement CE BMs generate a beneficial symbiotic relationship with local businesses. These benefits mainly revolve around technology transfer and organizational learning which is necessary for RE and CT – the basis for CE. Therefore, to advance knowledge and practice in this area, the authors propose a model for collaboration as an enabler for CE. Practical implications The authors argue for the importance of collaboration in advancing CE practices which can yield tangible benefits for developing economies. Originality/value This paper helps address the lack of theory driven research in CE. The paper is a pioneer in this research field as it proposes a theoretical framework for collaboration in CE drawing on from NRBV.

Humanitarian supply chain (HSC) research is still in its infancy and remains an enigma, due to its profound differences with the much-researched field of global supply chains. Thus, humanitarian operations (HO) remain obstinately difficult to manage, despite attempts by key stakeholders to keep abreast of all the contemporary challenges. A key concern is wastage of disaster relief materials along the supply chain, which strains already scarce resources. Moreover, humanitarian research is plagued by a dearth of theory development and redeployment of existing theories from other fields, which are critical in enhancing methodological rigour. To address these gaps, we undertake an in-depth qualitative study which draws on data from humanitarian organisations that responded to the major earthquake in Nepal (2015). Using a novel approach, we adapt the theory of constraints (TOC) and dynamic capabilities to conduct our investigation. First, we apply TOC at an analytical level to unearth the constraints perturbing HO. Second, using dynamic capabilities as an overarching theoretical lens, we draw insights which contribute towards effective HSC management. To conclude, our study contributes by extending the dynamic capabilities theory for Lean thinking in HO. We achieve this by proffering 'sustaining' as a key extension of dynamic capabilities in HSC.