Abstract

Abstract
Circular Economy is based on implementation of R-strategies to narrow or close the loop of material flows and to minimize raw material consumption by extending the life cycle of materials. Since this approach is expanding from individual organizational actions to a collaborative approach, the objective of this paper is to analyse the role of digital technologies such as AI and cloud platforms in facilitating and changing the collaboration between stakeholders to improve sustainability. This study adopts a qualitative multi case study methodology, using surveys, interviews and document analysis from 10 new ventures in the agri-food ecosystem supported by the cascade funding programme. The results show that collaboration among actors is changed by the different technologies and strategic drivers of circular economy in the considered ecosystem.

Abstract

Abstract
DIn the digital transformation of industrial sectors, data is a high-value business asset. How companies manage data between systems within the organization or through networks of business partners impacts their competitive factor. Technological maturity may imply several adversities, such as the lack of interoperability standards for simple and transparent data exchange. This paper presents an architecture that enables secure exchanges of supply chain orders between textile and clothing companies. This architecture is based on Electronic Business (eBIZ) 4.0 and International Data Spaces (IDS) frameworks, fostering trust and widespread adoption of platforms in the industry sector, particularly when handling sensitive supply chain information. The architecture was implemented and validated in 3 use cases with Enterprise Resource Plannings (ERPs) from the same vendor, different vendors, and communication from a ERP to a Web portal. Implementing the proposed architecture impacted efficiency, transparency, and accountability within the supply chain network. The lead times for purchases, provisioning, and the number of additional information requests in the ordering were reduced. In subcontracting, a reduction in non-conformities and an overall improvement in delivery times were verified. Moreover, logistics operations and communication with subcontractors were optimized, leading to faster order reception and reducing informal contacts.

Abstract
This study investigates the antifragility of organizations, especially in strategic sectors highly exposed to disruptive events. Based on a qualitative approach with case studies in the wine and textile sectors in Portugal, the findings indicate that financial and market strength, as resilience capabilities, operate interdependently and are reinforced by digital maturity and supply chain integration. Companies with financial robustness and strong market intelligence tend to be more agile in strategically investing and reallocating resources during crises. The research adopts an expanded definition of antifragility, which incorporates resilience, innovation, and strategic reconfiguration in the face of disruptions. It concludes that organizational antifragility results from the articulation of financial resources, market intelligence, and digital collaboration, offering a sustainable competitive advantage in the face of uncertainty. The study contributes to theoretical debates and provides practical recommendations for managers and policymakers.

Abstract
[No abstract available]