From Linear to Circular: Overcoming Internal Organisational Obstacles to Reverse Logistics Adoption and Global Scaling in MNCs

Abstract

This thesis examines the internal managerial barriers and enablers influencing the adoption, implementation, and scaling of ef icient reverse logistics (RL) practices within multinational corporations (MNCs). Drawing on organisational change theory, stakeholder theory, and global integration-local responsiveness framework, the study aims to generate actionable insights that enhance both theoretical understanding and practical implementation of RL within the circular economy. Based on qualitative data from semi-structured interviews with senior executives at seven leading automotive MNCs across five countries, the findings reveal a paradigm shift: top management commitment, once a major internal barrier, is now institutionalised and expected. Instead, bottlenecks arise from the lack of coherent KPIs, gaps between strategic intent and operational decision-making, and tensions between global standardisation and local adaptation for RL initiatives. Consequently, key recommendations include the development of credible, comparable, and communicable KPIs, closing the gap between strategy-making and decision-making, decentralising implementation strategies to reflect local market conditions, and fostering cross-organisational learning. Nonetheless, challenges remain in aligning stakeholders, resisting one-size-fits-all approaches, and designing measurable, scalable KPIs. Thus, this thesis advances research on RL by providing frameworks, understanding and recommendations to its scalability and operational efficiency.