Toward Sustainable Operations Strategy: A Qualitative Approach to Theory Building and Testing Using a Single Case Study in an Emerging Country

Abstract

The increasing global consciousness and collective recognition of the importance of sustainability, coupled with initiatives focused on sustainable development, have resulted in a heightened commitment and transformation among organizations and corporations in their endeavors to contribute to the achievement of sustainable development goals through their corporate sustainability initiatives. Prior studies have underscored the effects of corporate sustainability on various strategic levels, such as corporate, business, and operations, paving the way for further investigation. This paper seeks to establish a theoretical framework for sustainable operations strategy through six propositions and subsequently validate this framework via a qualitative case study analysis of a production and processing special economic zone in an emerging nation, specifically Indonesia. The findings from the empirical testing indicate that the proposed theoretical framework has been validated with minor adjustments, through the inclusion of good corporate governance and the adoption of local core values. The paper also presents theoretical and managerial implications, along with suggestions for future research avenues.