Dynamic Capabilities for Sustainability: Revealing the Systemic Key Factors

Cezarino, Luciana Oranges; Alves, Marlon Fernandes Rodrigues; Caldana, Adriana Cristina Ferreira; Liboni, Lara Bartocci

doi:10.1007/s11213-018-9453-z

Cited by 34 publications

(39 citation statements)

References 39 publications

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“…Findings show that executives have no common understanding concerning how sustainability is related to their daily business activities [7]. In this view, managers can combine, in the process of sustainability decision-making, external and internal drivers such as ethics, resources and cost savings, employees' shared values, leadership, reputation, market, laws, competition and customers' satisfaction into their strategic decision-making process, in order to make changes in their organizations and formulate a sustainability strategy that increases economic, ecological and social success [7,[36][37][38][39]. For example, Fairfield et al [40] examined how aspects of organizations, context, and decision-making processes can be aligned to influence the implementation and success of sustainability efforts.…”

Section: Concept Analysismentioning

confidence: 99%

Corporate Sustainability Strategies and Decision Support Methods: A Bibliometric Analysis

2020

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Sustainability is becoming an increasing issue for decision-makers and scholars worldwide and many managers understand the significance of the strategic approach of corporate sustainability. However, they face difficulties in aligning sustainable development and strategic management as well as to implement it in practice. Thus, the purpose of this paper is to conduct a bibliometric analysis exploring the integration of strategic management, decision-making and corporate sustainability, providing a framework of interrelated issues according to the current literature in this area. 72 peer-reviewed papers were analyzed based on Webster’s and Watson’s (2002) methodology. The results of this review revealed that the number of publications in this domain has increased in the last decade, and there is a need to foster research (especially empirical) in this field because managers should find out ways to implement, in action, corporate sustainability strategies and integrate their action plans with their business strategy. This review concludes with a framework that includes the most commonly addressed issues of this topic and provides opportunities and challenges for further research.

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Section: Concept Analysismentioning

confidence: 99%

Corporate Sustainability Strategies and Decision Support Methods: A Bibliometric Analysis

2020

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“…System-level outcomes are macro-level societal or environmental benefits [208]. Several studies identified the system-level outcomes of inter-organizational sustainability learning by discussing how these alliances and partnerships help to address SDGs [5,19,131,176,193,203,209], or previously discussed millennium development goals [210]. For instance, Dzhengiz [203] provided evidence from electric utilities focusing on alliances and partnerships that address SDG 7 and 13.…”

Section: System-level Outcomes: Contribution To Sustainable Developmementioning

confidence: 99%

A Literature Review of Inter-Organizational Sustainability Learning

Dzhengiz

2020

Sustainability

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Sustainable development goals (SDGs) have become increasingly important for today’s firms as they build sustainability strategies that integrate SDGs into their core activities. Addressing these goals collaboratively, in line with SDG 17—partnerships for the goals, has gained momentum, hence the growing literature on sustainability-oriented partnerships. However, addressing SDGs through partnerships is not straightforward. For firms, contributing to SDGs through alliances and partnerships requires building environmental capabilities and embracing new value frames; in other words, going through the complex process of inter-organizational learning. This paper reviews the literature on sustainability-oriented partnerships with a focus on the inter-organizational learning process. As a result of the review, a model of inter-organizational sustainability learning is presented. This model captures the different levels and types of the inter-organizational learning process; partner and partnership characteristics that impact learning; the environmental conditions that set the conditions for learning to take place; the catalyst and inhibitors of learning; and finally outcomes of learning. This model expands and re-organizes the existing scholarly conversation about inter-organizational learning in the context of sustainability-oriented alliances and partnerships and offers a learning-based understanding of sustainability partnerships to practitioners. Based on the review, the paper proposes ideas for future research and contributes to the development of a future research agenda in the area of sustainability-oriented alliances and partnerships.

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“…Unfortunately, the resulting variety of operationalizations can easily disorient researchers. Even though it is widely agreed that sustainability should be embedded into organizational capabilities (Amui et al, 2017; Cezarino, Alves, Caldana, & Liboni, 2019; Gelhard & von Delft, 2016), enabling an organization to adapt, change, and innovate toward different sustainability‐related paradigms (Geissdoerfer, Savaget, Bocken, & Hultink, 2017; United Nations, 2015; European Commission, 2015; Borland & Lindgreen, 2013; World Business Council for Sustainable Development [WBCSD], 2010; Garriga & Melé, 2004; Elkington, 1997), most extant studies provide little discussion on the characteristics of the possible operationalizations of these capabilities. For example, there is a lack of debate on whether it is possible to distinguish sustainability‐specific DCs (e.g., “Green Dynamic Capabilities”; Chen & Chang, 2013) from traditional DCs.…”

Section: Introductionmentioning

confidence: 99%

On the conceptualization and measurement of dynamic capabilities for sustainability: Building theory through a systematic literature review

Buzzao

Rizzi

2020

Bus Strat Env

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We performed a systematic literature review to explore and understand how the 23‐year long debate about dynamic capabilities has addressed sustainability issues. Based on this, we propose a unifying framework that distinguishes different facets of dynamic capabilities for sustainability (DCsS) based on the different types of performance they are more suitable to predict. The theoretical contribution is twofold. First, we add to the literature by highlighting the dependence of different forms of DCsS on different levels of the centrality of sustainability outcomes in corporate strategies. Second, we shed light on the operationalizations of DCsS by providing guidance on the adoption of pertinent constructs and measurement models. The review concludes with a discussion of the managerial implications of the proposed conceptual framework to help decision makers better understand, which strategic moves to make to achieve their intended sustainability goals.

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Dynamic Capabilities for Sustainability: Revealing the Systemic Key Factors

Cited by 34 publications

References 39 publications

Corporate Sustainability Strategies and Decision Support Methods: A Bibliometric Analysis

Corporate Sustainability Strategies and Decision Support Methods: A Bibliometric Analysis

A Literature Review of Inter-Organizational Sustainability Learning

On the conceptualization and measurement of dynamic capabilities for sustainability: Building theory through a systematic literature review

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