How do digital technologies trigger sustainability and circularity in operations management processes? The role of environmental drivers

Purpose
This study aims to identify the main environmental drivers and impact areas activated by digital technologies (DTs) when adopted in different operations management processes for fostering circularity and environmental sustainability.

Design/methodology/approach
This paper carries out a systematic literature review of 195 articles. Content-based analysis is employed to code the three constructs of digital technologies, operations management processes and environmental drivers. Frequency and contingency analyses are conducted to identify 21 statistically significant relationships among the constructs. A research framework and research directions are then derived.

Findings
The findings highlight consolidated, emerging and specific relevant relationships between digital technologies and operations management processes, as well as the nature of the environmental drivers triggered by their interplay. Literature has so far placed particular emphasis on the resource efficiency environmental driver to exploit the sustainability potential of digital technologies. The potential of activating the most circular environmental drivers (i.e. lifetime extension, intensified asset usage and closing the loop) deserves deeper investigation.

Practical implications
The identified relationships and their impact mechanisms can serve as practical guidelines for managers seeking to deploy digital technologies within operations management processes to foster circularity and sustainability. Specifically, managers can draw indications into where (i.e. which operations management process) and how (i.e. through which impact domains) digital technologies can be applied to activate specific environmental drivers.

Originality/value
While digital technologies have been widely recognized as enablers of circularity and sustainability in manufacturing, their detailed operative mechanisms within different operations management processes are still under-investigated. The identified mechanisms, their discussion and the developed research framework contribute to fill this gap.