Scaling sustainability from the organizational periphery to the strategic core : towards a practice-based framework of what practitioners 'do'
| Autor: | Sarah Ivory, R. Bradley MacKay |
|---|---|
| Přispěvatelé: | University of St Andrews. Office of the Principal, University of St Andrews. School of Management |
| Jazyk: | angličtina |
| Rok vydání: | 2020 |
| Předmět: |
Process management
Interface (Java) Strategy and Management HD28 Management. Industrial Management Geography Planning and Development Strategy NDAS 010501 environmental sciences Management Monitoring Policy and Law Microstrategy 01 natural sciences Scaling Interview data 0502 economics and business Strategic level Business and International Management 0105 earth and related environmental sciences 05 social sciences Scaling approach Core (game theory) Sustainability Scale (social sciences) HD28 Business 050203 business & management |
| Zdroj: | Ivory, S B & Mackay, R B 2020, ' Scaling sustainability from the organizational periphery to the strategic core : Towards a practice-based framework of what practitioners “do” ', Business Strategy and the Environment . https://doi.org/10.1002/bse.2487 |
| Popis: | This paper explores what sustainability managers do when attempting to scale sustainability to a strategic level within their organization. Drawing on semistructured interview data with 44 sustainability managers in large, for‐profit companies, we identify three distinct scaling microstrategies that individuals use when scaling sustainability. We label these conforming, leveraging, and shaping. Our analysis also finds that sustainability managers deploy combinations of these microstrategies in three distinct approaches, which we call the assimilation approach, the mobilization approach, and the transition approach. Finally, we interrogate the degree to which employing these different approaches achieves a peripheral, intermediate, or strategic scale of sustainability within the organizations represented in the study. Our paper contributes to theory and practice at the interface of strategy and sustainability by developing a practice‐based Scaling Approach Framework, whereby an assimilation approach is associated with organizations with sustainability at a peripheral scale, a mobilization approach is associated with an intermediate scale of sustainability, and a transition approach is associated with scaling sustainability to a strategic level. From these results, we propose a Scaling Progression Model that reflects the phases that individuals progress through when scaling sustainability. Postprint |
| Databáze: | OpenAIRE |
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