How to embed environmental sustainability: The role of dynamic capabilities and managerial approaches in a life cycle management perspective

Bianchi, Guia; Testa, Francesco; Tessitore, Sara; Iraldo, Fabio

doi:10.1002/bse.2889

Cited by 46 publications

(45 citation statements)

References 89 publications

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“…This alignment is challenging as current strategies are based upon existing capabilities, resources and operational processes, whereas the integration of a climate resilience responses may require to reconfigure or transform these foundations. Although there is no general theoretical framework on the integration of sustainability into a company strategy (Kitsios et al, 2020), many researchers demonstrate that dynamic capabilities and the underlying organisational routines, have an observable effect on this integration (Bianchi et al, 2021; Mousavi et al, 2018; Zahoor & Lew, 2021). Dynamic capabilities refer to the capacities of companies to ‘sense’ trends, to ‘seize’ opportunities and to reconfigure or transform a companies' intangible and tangible assets (Teece, 2007).…”

Section: Resultsmentioning

confidence: 99%

“…Although there is no general theoretical framework on the integration of sustainability into a company strategy (Kitsios et al, 2020), many researchers demonstrate that dynamic capabilities and the underlying organisational routines, have an observable effect on this integration (Bianchi et al, 2021;Mousavi et al, 2018;Zahoor & Lew, 2021).…”

Section: Role Of the Climate Resilience Cycle In Strategy Formulationmentioning

confidence: 99%

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The climate resilience cycle: Using scenario analysis to inform climate‐resilient business strategies

2022

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Climate change affects the business environment, and companies need future‐oriented information to build climate resilience. To this end, companies are encouraged to conduct climate change scenario analysis, as recommended by the Task Force on Climate‐Related Financial Disclosures (TCFD). However, companies' actual adoption of this practice is limited as they lack a straightforward scenario analysis implementation process and relevant climate change knowledge. This research develops an implementation process by clarifying the concept of resilience into a stability and a change domain and by specifying the type of focal questions for these two domains. Next, a scenario typology guides the selection of reference scenarios, and two standard scenario methods guide the tailoring of these reference scenarios to company‐specific scenarios. By structuring this process in five steps and specifying input and process requirements, we provide an implementation process called the climate resilience cycle. By applying the cycle in transdisciplinary teams of climate change experts and company staff with knowledge about the company value chain, we bring in the required knowledge. To become climate resilient, the outcomes of the climate resilience cycle need to be integrated in the business planning and the overall company strategy. We argue that implementing the cycle as a new company routine contributes to the development of dynamic capabilities like sensing, seizing and transforming, which have been proven to be essential for integrating sustainability in company strategies. Once begun, we show how the cycle can become part of a company strategy process.

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Section: Resultsmentioning

confidence: 99%

Section: Role Of the Climate Resilience Cycle In Strategy Formulationmentioning

confidence: 99%

The climate resilience cycle: Using scenario analysis to inform climate‐resilient business strategies

2022

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“…Dynamic capability is essential for companies in turbulent technology and market environments (Bianchi et al. , 2021; Clampit et al.…”

Section: Discussionmentioning

confidence: 99%

“…Dynamic capability is essential for companies in turbulent technology and market environments (Bianchi et al, 2021;Clampit et al, 2021;Teece, 2007). Our work suggests that top managers must address the negative effects of independent goal interdependence with suppliers on dynamic capability.…”

Section: Managerial Implicationsmentioning

confidence: 97%

Does independent goal interdependence impair dynamic capability? The mediating role of supplier integration and the moderating role of internal integration

Yang

Tan

Gan

2021

APJML

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PurposeRapidly changing technological and marketing environments challenge the survival of business organizations. Developing dynamic capability is critical in helping companies respond to today's turbulent environments. Thus, fruitful studies on the antecedents of dynamic capability have been conducted. However, in the context of the supply chain, little is known about the factors that can be harmful to dynamic capability. Drawing on the theory of cooperation and competition, the first purpose of this study is to examine the relationship between independent goal interdependence with suppliers and dynamic capability by focusing on the mediating role of supplier integration. Combining the information processing theory and transaction cost economics with the theory of cooperation and competition, the second purpose of this study is to discuss and test the moderating role of internal integration.Design/methodology/approachUsing a carefully designed questionnaire, a large-scale survey was employed to collect data in China. The senior manager (e.g. president, vice president, chief executive officer [CEO], executive or purchasing manager) of each company was asked to participate in our survey. The final valid sample in our survey consisted of 233 companies. Hierarchical multiple regression statistical analysis and bias-corrected bootstrapping methods were applied to test the correlation, mediation, moderation and moderated mediation relationships between variables.FindingsThe authors found that independent goal interdependence negatively influences dynamic capability through frustrating supplier integration. In addition, the moderated mediation model analysis shows that internal integration weakens the positive direct effect of supplier integration on dynamic capability while neutralizing the negative indirect effect of independent goal interdependence on dynamic capability. The theoretical and managerial implications of these results are discussed.Originality/valueFirst, starting from the goal interdependence and supply chain management perspectives, this research not only is consistent with remote theoretical research that explains why interdependence among organizations influences the capability to enhance competitive advantage but also incorporates relevant internal and external factors that influence dynamic capability. Second, by proposing an innovative boundary factor – internal integration – this study also contributes to adjusting the predictions of the theory of cooperation and competition. Third, focusing specifically on the negative antecedent of dynamic capability can provide a better understanding of the antecedents that cause companies to have weakened dynamic capability.

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“…However, since a large body of evidence is emerging, surprisingly scholars have investigated cognitive frame statically missing to explore evolutionary dynamics of the approaches toward tensions on corporate sustainability (Grewatsch et al, 2021). Yet, embedding environmental principles and, therefore, overcoming a trade‐off approach toward tensions stems from a learning process which allow to acquire new knowledge and skills (Bianchi, Testa, Tessitore, & Iraldo, 2021; Haugh & Talwar, 2010).…”

Section: Literature Review On the Embedding Of Sustainability: The Ro...mentioning

confidence: 99%

How can SMEs effectively embed environmental sustainability? Evidence on the relationships between cognitive frames, life cycle management and organizational learning process

Bianchi

Testa

2022

Business Ethics Env & Resp

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Cognitive frames help companies make sense of the intrinsic tensions of sustainability issues and influence how they respond to calls for sustainability over time. Yet, cognitive frames have been investigated as a static feature and previous studies have overlooked the evolutionary dynamics that can lead an organization to change its own frame. This study observes the evolution of life cycle management implementation through the theory of cognitive frames. We conducted a longitudinal multiple case study of 10 SMEs involved in a European‐funded project. Over a three‐year period we examined how cognitive approaches to sustainability issues changed according to different learning mindsets. A total of three cognitive frames and two learning mindsets were revealed from the analysis, thus providing two important contributions. First, cognitive frames are not static in time, but can change to give more importance to the environmental sustainability of a life cycle. Second, the type of learning mindsets that managers in SMEs share can trigger changes in organizational cognitive frames.

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How to embed environmental sustainability: The role of dynamic capabilities and managerial approaches in a life cycle management perspective

Cited by 46 publications

References 89 publications

The climate resilience cycle: Using scenario analysis to inform climate‐resilient business strategies

The climate resilience cycle: Using scenario analysis to inform climate‐resilient business strategies

Does independent goal interdependence impair dynamic capability? The mediating role of supplier integration and the moderating role of internal integration

How can SMEs effectively embed environmental sustainability? Evidence on the relationships between cognitive frames, life cycle management and organizational learning process

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