The purpose of this paper is to examine the traditional ‘contain–protect–communicate–facilitate convenience’ model of the main packaging functions, to revise each component of it in relation to packaging strategies and smart packaging applications, and to establish a new model of the main packaging functionalities concerning the analysed data. The scientific approach of this paper is twofold: it is based on an extensive literature review focused on articles related to packaging science and on a set of empirical observations from industrial cases of enhanced packaging with a higher emphasis on interactive packaging. The key findings of this paper are the two principal purposes of smart interactive packaging: (1) to enhance the product’s functionality or experience in order to serve its primary initial purpose more effectively and (2) to improve consumers’ experiences through engagement and entertainment in both the retail and the usage environment. This paper proves its originality by considering shifts in technological opportunities in packaging to assure a broader range of design options in packaging and engagement, thereby leaving packaging as static item. Also, bridging the general consumer experience between digital marketing and physical shopping using packaging is a novelty in retailing and brand management. This research is in its early stages and limitations are given from the modest proliferation of smart and interactive packaging into empirical contexts. New technologies of packaging and the design decisions are expected to have significant practical implications for brand and retail managers as well as consumers.

Purpose: Agile project management methods are on the rise compared to linear approaches. The demand for the demonstrable resilience of enterprise processes is likewise strongly increasing in many domains. This paper explores the potential contribution of agility within the domain of agile project management to the resilience of the operating model of an organization.Design/methodology/approach: The article builds upon case studies and semi-structured interviews at selected larger Danish enterprises.Findings: Responding to disruptions favors adaptive and flexible approaches, which are more achievable with agile methods. By exploring the patterns of agility and resilience throughout case studies, the authors derive at a 7-step approach for considering the potentials of agility to ensure the resilience of the operating model from the top level of leadership to the foundational level of technology.Research limitations/implications: This article seeks to contribute to a more profound understanding of the impact, potential and actionability of agile project management in the light of operational resilience.Practical implications: It is demonstrated that agile methods are attractive for ensuring the constitutive elements of the resilience of the operating model in terms of conscious contingencies and choices involving (rapid) changes.Social implications: During the COVID-19 period, agility has been a key instrument in ensuring business survival, e.g. by switching markets, products or sales channels.Originality/value: Agility has the potential to build a strategic dimension of resilience, a synergistic relationship, which is linked to the responsiveness of an organization to change promptly, with a view toward renewal and transformation.

The circular economy is central to the agenda of responsible production and consumption with propositions for the conservation of natural resources and a broader understanding of the obligations of enterprises and product developers. The circular economy is challenging traditional operating models of enterprises due to the need to manage larger parts of the product life cycle and value chains. A linear economy will normally address a smaller part of the life cycle. The operating models of companies are supported with respect to information and technology with an enterprise architecture model. This article examines the necessary steps for analysing and designing the enterprise architecture model, aiming to facilitate the transformation of an enterprise from operating in a linear to operating in a circular economy model. The fundamentals and requirements of the circular economy enterprise are extracted to isolate the design requirements for the operating model, entailing cross-enterprise collaboration, traceability, and a broader value chain understanding. Furthermore, it conceptualizes enterprise architecture and its role and importance in connecting business strategies and operating technologies. This article develops an enterprise architecture framework, named the Circular Economy Enterprise Architecture Framework (CEEAF), which can form and support the effort of transitioning companies or be embedded into existing enterprise architecture frameworks. The CEEAF differs from traditional enterprise architecture frameworks by addressing the broader responsibility of the enterprise, the extended enterprise, the elimination of end-of-life perspectives and mind-sets, and the capabilities of the individual enterprise and its design activities.