Life cycle management (LCM) is a concept that goes beyond traditional corporate environmental management, due to its focus on a product’s entire life cycle. The spread of such concepts is usually understood in terms of processes of “diffusion,” whereby ideas spread over time by some inexplicable force. However, diffusion has proven less adequate to describe how ideas spreads in practice. Here, we address this oversight by studying the emergence and performance of what we refer to as life cycle practices. Drawing on an analysis of the development of a sustainability portfolio within a globally operating manufacturing company, we illustrate the kinds of life cycle work involved in dealing with local activities and interests, connecting activities and interests into action nets, performing life cycle practices, and spreading the life cycle idea. Finally, we discuss implications of life cycle work for research in the field of organization and management studies and for LCM research.
Consumer products such as clothes and footwear sometimes contain chemical substances with properties that pose a risk to human health and the environment. These substances, restricted by law or company policy, are in focus for chemicals management processes by textile retailers. However, complex and non-transparent supply chains, and limited chemical knowledge, makes chemicals management challenging. Therefore, a function-based approach for life cycle management (LCM) of chemicals was developed, based on results of previous projects and evaluated using a two-step Delphi process. The resulting approach aims to help retailers identify and substitute hazardous substances in products, and consists of three parts: (i) a function-based chemicals management concept model for different levels of chemical information within the supply chain, (ii) tools for non-chemists which explain chemical information, and (iii) a continuous provision of knowledge to stakeholders (e.g., retailers) in a network. This approach is successfully implemented by over 100 retailers in the Nordic countries, providing the textile industry with practical and robust tools to manage and substitute hazardous chemicals in products and production processes. We conclude that the developed approach provides an explicit link, communication, and knowledge sharing between actors in the supply chain, which has proven important in chemicals LCM.
Purpose Life cycle management (LCM) implies a specific sustainability perspective which extends environmental management along the product life cycle, with the aim of decreasing negative environmental impact throughout the product chain. Research has identified that the adoption of LCM in the industry depends upon its situational adaptation to the organizational context. Even so, little is known about the specifics of this adaptation. With this paper, our aim is to add knowledge on LCM adoption and adaptation. Methods A systematic analysis of empirical material on life cycle (LC) activity in six multinational corporations (MNCs) is conducted, by applying a secondary analysis of qualitative data (Heaton 2008). In order to study instances of LCM adoption and adaptation, we focus on the acts and situations of LC promoters. The identified instances are analyzed through the lens of situated problem-solving (Kuhn and Jackson 2008). Results and discussion Sixty-seven instances of LC promotion were identified and analyzed, resulting in the identification of eight categories of problem-situations typically encountered by LC promoters. The identified problem-situations represent different situations when the organizational appropriateness of the LC approach is at stake and to which responses tailored to the organization are put forward by a LC promoter. The results bring to the fore the ubiquity of organizational and creative problem-solving, highlighting the role of LC promoters as change agents for LCM adoption, and depict the development of LCM as an emergent practice, rather than an implementation process. Conclusions This paper provides a first systematic analysis of LC promoters enacting a variety of responses to organizationally challenging LC situations, thus detailing the adaptation necessary for embedding LCM in the industry. Findings show that the development of LCM to a great extent is about the promotion of a LC approach, and that LC promoters need organizational knowing, in addition to LC knowing, to make the LC approach relevant to management and business.
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