Urban living labs (ULLs) are progressive forms of interventions that aim to fulfil the sustainability ambitions of cities and communities. They provide opportunities to translate new ideas into practice. The increasing interest among researchers, practitioners, and policy makers in understanding sustainability transitions (ST) has brought new forms of experimentation through which cities and communities can be governed. Recently, there has been increasing attention towards the concept of circular economy (CE). This term promises the creation of distinct city systems in which material flows can be managed efficiently. In this article, we explore how ULLs can become pathways of sustainability transition towards innovative city systems from a circular economy perspective. By adopting a series of systematic analyses, i.e., multiple correspondence analysis and content analysis, we demonstrate the main pathways of circular economy-oriented innovative city systems that have been used in the literature. As a result of this work, we identify the main pathways, namely knowledge production, policy making, co-creation, geographical embeddedness, urban transitions, networks of cooperation among institutions, culture change, and collaborative engagement.

Purpose: – The purpose of this paper is to present a proposal for process improvement at the Department of Social Responsibility of a Colombian process-based organization, called CAJASAN. The department has four main processes: Foniñez (children fund), Fosfec (unemployment fund), Project Management and International Cooperation and Network Management and Alliances. The objective of this paper is to suggest an improvement in these processes through BPM application. Design/methodology/approach: – The authors followed the BPM method proposed by Dumas et al. (2013) for process improvement composed by process identification; process discovery; process analysis; process redesign; process implementation and process monitoring and controlling. The authors modeled the processes by using the software Bizagi®. Findings: – The actual processes work in an independent way and with no communication. Moreover, the department experiences short-term problems solutions and process inefficiency. It was possible to suggest changes in three out of four processes. Practical implications: – Implementing BPM in non-profit organizations (NPO) addresses many of the current management challenges faced by such organizations. NPO’s researchers and practitioners should take BPM as a potential way to help in professionalizing them. Originality/value: – The authors bring an original case study about a Colombian NPO. As a process-oriented organization, the authors use BPM as a management tool to solve many challenges that the company faces nowadays.