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Interaction between niche and regime actors
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No dynamic interaction
Dynamic interaction
Niche
actors
Development of innovative
product/service but limited
scaling opportunities
Development of innovative
product/service with the
potential of scaling through
support of regime actors
Regime
actors
Tendency to focus on
incremental improvement
unless they are frontrunners
Willingness to become more
innovative through niche
actors’ influence, unless
market opportunities and/or
political and societal
pressure are lacking
inclined to join circular initiatives or even take the lead if they
are frontrunners or envisage market opportunities through
diversification or redirection and/or experience political or societal
pressure. Newcomers to the market who focus on innovations
that deviate from existing regimes are less affected by these
constraints. They can create a starting point for system change,
but often lack the broader market acceptance to scale up these
innovations.
The three product chain cases from chapter 4 used both the
generic approach for selecting circular options and the 10 R’s of
the circularity ladder, each in its own way. The mattresses case
focused mainly on the ladder. The aim was to move away from
incineration and towards recycling and redesigning new circular
mattresses. The redesign specifically focused on design for
recycling rather than more extensive redesign, as this was a bridge
too far for most mattress producers. Recycling – lower on the
ladder – got more priority in the execution phase, as this was the