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Purpose – The purpose of this study is to explore the required changes, outline business potential and envisage the key steps that a networked manufacturing industry needs to take to reach more sustainably performing manufacturing in the future. Design/methodology/approach – The paper utilises a visionary road-mapping approach to study the required changes and the business potential related to sustainable development in the manufacturing industry. Findings – The results were summarised in three sub-roadmaps empowerment of stakeholders, increase efficiency and creation of new performance criteria. On the basis of the summary of the sub-roadmaps, the framework was configured to describe the opportunities and challenges of sustainable business development in the European manufacturing industry. Research limitations/implications – A clear implication of this study is that a more system-oriented approach, new models for collaboration between network actors and transparently shared network-level KPIs are required before further steps towards a sustainable manufacturing industry can be taken. In addition, sustainability-driven business models are required to specify these changes concretely. Practical implications – The presented sub-roadmaps and framework summarising them could provide new insights to business practitioners exploring business potential of sustainability. Social implications – Understanding about the road-mapping process as tool that enables interaction and envisioning between different stakeholders could also have social implications supporting shared industry-level learning processes. Originality/value – Studies of sustainability within the manufacturing industry have focused mainly on green issues in supply-chain management or corporation-level governance models and reporting practices. The paper presents a broader view of sustainable development and recognises networked business as part of the solution. [ABSTRACT FROM AUTHOR]

Abstract Circular economy increasingly attracts the interest of business, policy makers and academia in the search for answers to sustainability challenges. While earlier studies have presented drivers that support the introduction of new business concepts for circular economy, as well as barriers that hinder the rate of innovation in the field, no systematic categorizations of such factors have been brought forward. Drawing on current literature, a framework of drivers and barriers is introduced, including seven distinct areas: environmental, economic, social, political and institutional, technological and informational, supply chain, and organizational factors. The appearance and content of these areas in practice have been examined in four case organizations by conducting thirty-six qualitative, semi-structured interviews. Empirical illustrations of the potential barriers and drivers provide managerial implications for better execution of circular business. [ABSTRACT FROM AUTHOR]