Abstract

This study examines how small and medium-sized construction companies engage employees and end users in extending the lifespan of products, components, and materials. Based on eight qualitative Danish case studies, the analysis shows that circular economy practices often emerge from disruptions in daily work rather than from formal circular strategies or policy initiatives. Examples include equipment shortages, premature wear, project complexity, customer dissatisfaction, and participation in pilot initiatives. Employees and end users play a central role in identifying problems, proposing solutions, and validating reused materials or alternative practices. These interactions often initiate experimentation with new routines. The analysis further shows that organisational and relational conditions, including employee autonomy, trust-based relationships, and close customer interaction, enable these initiatives to develop and stabilise over time. The findings highlight how circular practices can emerge through practice-based learning processes triggered by operational disruptions and supported by enabling organisational conditions in everyday work practices.