Purpose This study takes an open and explorative approach to investigating the impact, or lack of impact, of life cycle information on behaviours throughout large production companies. Based on cases where life cycle information has been provided, this paper analyses how life cycle information has been interpreted and acted upon—not only by the life cycle assessment (LCA) practitioner conducting the study but also by employees outside the environmental departments. Methods To understand the impact of life cycle information on everyday actions in organisations and how this impact can be enhanced, this study takes a grounded approach to following flows of life cycle information from the environmental department through other departments of an organisation. From the flows of information, the research team selected rich descriptions of empirical data that reflect action and inaction. Using interviews and documents, we collected barriers and enablers for acting on life cycle information. Barriers and enablers were interpreted and clustered into categories and arranged into concepts. Next, we reviewed the empirical data using theories from social psychology. Results and discussion The results show that it is difficult for life cycle information to result in subsequent action outside of environmental departments. The barriers to this action were partly due to the life cycle information per se such as gaps between what life cycle information is available and what life cycle information is needed. Barriers and enablers were also found in relation to the context in which life cycle information was applied and new behaviours were adopted, including timing and software structures, reward systems, trade-offs, and personal beliefs about the profession. The results suggest a new role of the life cycle proponent that includes providing the right life cycle information and understanding and influencing the expected agents’ situations. Conclusions Assisted by theories from social psychology, we found that behaviour can be changed if ‘recommendations’ and ‘contexts’ are considered when providing life cycle information. The paper suggests that the impact of life cycle information could increase if normative arguments about environmental visions, strategies, and overarching goals are aligned with enablers that focus on personal goals, such as meeting a deadline, reducing uncertainty, and reaching the threshold for a bonus.

The central point in this article is that energy system transition can be initiated by a team of individuals interacting entrepreneurially beyond their different home-grounds in business, research, or regional development. Such entrepreneurial engagement of insiders with belongings to an established socio-technical system has not been captured in prevalent sustainability transitions or entrepreneurship perspectives. Insiders have mostly been expected to act within (and not outside) of their role expectations. This study investigates who individuals initiating energy transition are, what motives they have, and how they accomplish institutional change. The purpose is to qualify a perspective that can help us better appreciate how transitions, such as in energy systems, can be initiated. The new perspective recognizes the importance of insiders, their personal sustainability beliefs, their choice to teamwork entrepreneurially, and their narratives about the initiative affecting institutional change. It explains how transition in a heavily regulated Swedish energy system can occur. Implications are drawn for research, policy and entrepreneurial teamwork.

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