Exploring the strategic role of digital technologies in supporting circular practices within service-based firms

Service organisations face distinct challenges in circular transitions, from the intangibility of services and reliance on digital infrastructures to the lack of standardised circularity metrics. This study explores how data‑driven disruptive technologies (DT), such as artificial intelligence and blockchain, help service firms overcome these barriers. Using an interpretivist multiple‑case study of five technology service providers, we conceptualise DT as strategic, dynamically reconfigurable resources that enable circular value creation. The study extends the Resource‑Based View by highlighting the adaptive and context‑specific nature of resource deployment in circular service contexts.