Purpose -This paper aims to present an interactions and networks approach (INA) to the issue of change for sustainability, which can bring business out of the firm-centric impasse and lead to collaborative action and transformation. Design/methodology/approach -This paper builds upon the extant relational theories in management, and presents a holistic multi-level framework (the system/network, issue-based or strategic nets, dyadic relationships and the network organization) to conceptualize change for sustainability. Findings -By adopting INA business is able to discuss: the nature and role of the network in building systems level change; the role of dyadic relations as a central mechanism for change; and the nature of organizational level capabilities necessary to enhance learning for sustainability. Research limitations/implications -Areas of future inquiry include examination of the dynamics of intra-stakeholder relationships over time, specifically the development of actors' attitudes, behavior and cognition in business networks alongside how actors perceive and capitalize on network embedded learning. Further scholarly attention in these areas can further the appreciation of how an INA can assist in building more sustainable organizational futures. Practical implications -The paper builds on the concept of "ecological literacy" at an organizational level, and considers the specific capabilities required including network visioning, orchestration and the ability to perceive the "other" as partners in creating new market realities. Moreover, it discusses the role and importance of firm "change agent power" in this regard. Originality/value -By building on an INA approach, the paper provides an important conceptual stepping stone towards the ongoing realization of sustainable organization and market forms.

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This paper discusses the role of managerial mental models (cognitive structures) in the framework of the firm's strategic marketing development. The conceptualisation is based on theories of cognition, learning and strategy development. The empirical part focuses on the exploration of mental models adopted by Greek entrepreneurs. The subjects are members of two formal business networks, founded to promote sector business growth. The qualitative study adopted semi-structured interviews of members of the operational networks of sectors of food and beverages (F&B) and construction materials (CM) in the region of Karditsa (Greece) and revealed the differences of the mental models adopted by respective members. The findings indicate that the mental models adopted by the members of the F&B network are mainly firm and competition centred, whereas the mental models of the members of the CM network are mainly customer and market centred. The findings are in accordance with the Karakaya and Yannopoulos (2010) classification and support the thesis that the adopted mental models often affect organisational learning and the intended knowledge management.

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