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This research examines how companies develop and foster circular economy (CE) both within and outside their organizational boundaries. Through multiple case studies, we investigate how two companies implement the CE principles and we explore how such principles are adopted by internal and external stakeholders. Early evidence suggests that from an internal perspective a flexible organizational structure may foster CE; likewise, top management vision can promote a circularity-oriented organizational culture. From an external perspective, through the lens of the relational view, we then identify the main elements promoting competitive advantage through collaboration for circularity with suppliers and other supply chain stakeholders.