Fostering innovation in the blue economy within the United Kingdom (UK): A stakeholders’ perspective

Strategy making in hyper uncertainty: towards a conceptual framework from the seaport industry during Brexit

“…Strategy making interventions emerging internally are argued to focus heavily on leveraging human resources, with hyper uncertainty providing management with rationale and pressures to effect more novel means of strategy making (Kontovas et al , 2022; Van den Oord et al , 2022; Dooms et al , 2019). Linking such management to the theory of dynamic capabilities suggests opportunities to build on Kearney et al (2018) in framing the effecting of strategy making capabilities in this context.…”

“…External interventions are argued to impact more strongly on altering the nature of strategy making by virtue of the changed perceptions of executives regarding openness to new strategy making approaches stemming from pressures induced by hyper uncertainty (Kontovas et al , 2022). However, the role of existing relationships at both policy and commercial levels is argued to be influential in accepting external interventions where the subsequent nature of strategy making is improved through, for example, resource and capability enhancing additions to boards of directors (O’Connor et al , 2020).…”

“…Finally, increasingly supranational organisations such as the EU and United Nations frame developmental goals and various aspects of ports’ business environment, notably in the legal and sustainability domains (Sifakis and Tsoutsos, 2021). Impacts from such supranational responses to hyper uncertainty, impact at the level of knowledge creation and resource development, heightening the development of new knowledge and requiring the creation of new resources, processes ultimately inputting to an emerging strategy making which is potentially more innovative and responsive than hitherto (Xiao and Lam, 2022; Kontovas et al , 2022). The impact of supranational organisations is reflected also in stakeholder and supply chain relationships in mediating both opportunities for strategy making to be more innovative than partners in responding to new supernationally created goals, and in this sense, strategy making under hyper uncertainty has the opportunity to lead at the level of the supply chain (Acero et al , 2022) or stakeholder context (Van den Oord et al , 2022).…”

“…Unpacking the black box of emerging strategy making supporting deeper market engagement suggests possibilities for improved and creative resource development (Shaw et al , 2019; Van der Lugt et al , 2013) as strategic resources necessary for improved market engagement are deployed. Improved environmental sensing emerges partially from the need to improve and develop mediating external relationships (Kontovas et al , 2022; Hollen et al , 2015), yet is further shaped by the pressures to improve internal knowledge and resource mechanisms (De Langen and Van der Lugt, 2018). Finally, the potential for dynamic capability development emerges as strategy making conditioned by hyper uncertainty exposes existing resources and organisational capabilities to higher levels of management and organisational process control and development (O’Hanlon and Cummins, 2021).…”

Driving Blue Economy for Sustainable Development: A case of stakeholder collaboration platform development

“…In the Rio+20 Third Earth Summit Conference in 2012, the United Nation (UN) signified the concept of blue economy at its simplest with its two main attributes−blue, implying the sea or marine, and economy, referring to the general economy. Covering more than 72% of the earth and constituting about 95% of the biosphere, the role of the oceans is crucial as an economic driver for prosperity, sustaining gross domestic product and even controlling climate (2).…”