## 5 Discussion
### Future Research Direction and Limitations  
The importance of a CBM as a platform for keeping products in a closed-loop is becoming more of a priority for many small and medium-sized enterprises. We depict this necessary transition as a set of phases utilizing an organizational change management context focused on the conditions and forces present in an organization's internal and external environments. In this study, we focus on categorizing the most likely factors to transform CBMs and their dependence on specific external and internal drivers. Our study is not without limitations as we use a case study research approach and data collected from a single material reuse firm in the U.S. According to the findings of this study, the data gathered from a small-medium enterpriser that were not randomly selected from the US, two or three meetings with the majority of the managers involved, and only thirteen days of field observation on the business interaction process are still insufficient. Future research could extend the empirical base to include more small, medium enterprises with various industry backgrounds, particularly in an emerging country perspective, to provide a more holistic understanding of how small-medium enterprises could design CEBM. Previous studies have already investigated the state of research and avenues ahead in CEBM [16] and ranked the critical success factors in developing country context using decision-making trial and evaluation laboratory (DEMATEL) [91]. Further research studies could use different methodologies, such as fuzzy-AHP and game theory modeling approaches, to analyze individuals' views of specific institutional settings and external collaborations on the investment decisions in the green technologies that facilitate more transition towards CE. The sample and interviews contribute to a limit to the generalizability of the findings as this will require more field study research, larger-scale projects, and cross-industry studies. In locations with greater barriers to proactive and transformational business models that include but are not limited to a lack of awareness of handing materials, lack of collaborative governments and NGOs, low community perceptions of the quality of recycled products, and lack of spaces to store materials for recycling or upcycling, these locations will continue to limit the opportunities for new CBM ventures. The successful outcomes of this study firm would have changed if early funding and business plan development were not available. The continued success of operations would not have been possible without continued community engagement, educational programs, and reuse events, drawing experts, students, and the community together to find innovative and creative uses for materials. The lack of success factors such as these only increases the uncertainties surrounding CBM development. Our findings provide evidence that the CE transition for firms involves several success factors and that entrepreneurs and policymakers should look for and develop these factors. We cannot claim the factors uncovered in this study are comprehensive and are aware that the single firm bias of the case study can limit the generalizability of our findings and look to other scholars to continue this line of research into enabling success factors for a CE, and new insights from CBM innovations. Second, as we focus on exploring how and why barriers influence transitions towards CEBM, we can gauge the relative importance of sample attributes necessary for generalizing. We are encouraging future quantitative research measuring and weighing the importance of the antecedents of developing CEBM [122]. To build on our findings, future researchers should validate this conceptual framework in other locations and expand the generalizability of the findings by looking at a diverse set of reuse commodities. We also see research opportunities for in-depth product development practices in reuse/recycling firms. The CBM in this study is one example of a reflexive system of industrial symbiosis.