Life Cycle Work: A Process Study of the Emergence and Performance of Life Cycle Practice

Lindén, Hanna; Diedrich, Andreas; Baumann, Henrikke

doi:10.1177/1086026619893971

Cited by 9 publications

(17 citation statements)

References 51 publications

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“…It may also strengthen and legitimize an already narrow definition of the life cycle in LCM or have no effect at all. If LCM is emergent and situated in life cycle practices as Nilsson-Lindén et al propose [22], then LCC can propel LCM toward this narrower view of the life cycle and this was observed at the case company.…”

Section: Undesired Propulsionmentioning

confidence: 91%

“…However, it is through what, Czarniawska conceptualizes as action nets that are stabilized connections of collective and repeated actions involving various groups within an organization or between different organizations, that action becomes legitimate practice [27,28]. Life cycle practices often depend on the existence of action nets [22]. Some further details concerning the elements of practice are given in Section 4 when they are used the case study.…”

Section: A Brief Overview Of Practice Theory and Its Elementsmentioning

confidence: 99%

“…Nilsson-Lindén, Diedrich, and Baumann [22] take the social sciences derived approach to LCM and study how life cycle practices emerge and perform LCM. Their findings from a longitudinal case study are that LCM is situated in life cycle practices, which emerge from local actors and that gradually connect and form action nets.…”

Section: Life Cycle Management As a Practice And Its Relation To Lifementioning

confidence: 99%

“…LCC is just one of the practices e.g., LCA or design for the environment that propels LCM [22]. It is the net force of these practices, and not just LCC, that will define LCM in any given moment.…”

Section: Life Cycle Costing Life Cycle Management and Other Practicesmentioning

confidence: 99%

“…To investigate their relationship, however, this research does not adopt the view of LCM, which is heavily grounded in the natural sciences, that advocates for its implementation as a normative set of rules or an unchanging state that comes into existence through careful planning and impeccable execution of various tools. Instead, as advocated in recent years by an increasing number of researchers that draw on the social sciences [22][23][24], an emergent and performative understanding of LCM is taken. LCM is thus viewed as a practice situated in other practices that emerge over time.…”

Section: Introductionmentioning

confidence: 99%

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Life Cycle Costing: Understanding How It Is Practised and Its Relationship to Life Cycle Management—A Case Study

Kambanou

2020

Sustainability

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Despite the existence of many life cycle costing (LCC) methods, LCC is not widely adopted and LCC methods are usually further tailored by practitioners. Moreover, little is known about how practising LCC improves life cycle management (LCM) especially if LCM is considered emergent and constantly developing. In a manufacturing company, LCC is prescriptively introduced to improve LCM. In the first part, this study describes how various methodological choices and other aspects of practising LCC were the outcome of contestation and conformity with extant practices and not only the best way to fulfil the LCC’s objective. This contestation can even influence if LCC is adopted. In the second part of the research, the implications of practising LCC on LCM are explored. LCC is found to positively propel LCM in many ways e.g., by spreading the life cycle idea, but may lead to a narrower understanding of the term life cycle resulting in the sustainability focus of LCM being overridden. The article also discusses how the findings can be taken into consideration when researchers develop LCC methods and when industry practises LCC.

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Section: Undesired Propulsionmentioning

confidence: 91%

Section: A Brief Overview Of Practice Theory and Its Elementsmentioning

confidence: 99%

Section: Life Cycle Management As a Practice And Its Relation To Lifementioning

confidence: 99%

Section: Life Cycle Costing Life Cycle Management and Other Practicesmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Life Cycle Costing: Understanding How It Is Practised and Its Relationship to Life Cycle Management—A Case Study

Kambanou

2020

Sustainability

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How to embed environmental sustainability: The role of dynamic capabilities and managerial approaches in a life cycle management perspective

et al. 2021

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Life cycle management (LCM) is a managerial framework to embed a holistic environmental sustainability logic inside organizations. Despite its long tradition, the implementation of LCM is little explored. In this study we observe how sensing, seizing, and reconfiguring capabilities together with managerial approaches to environmental sustainability help organizations embed LCM in their practices. We performed a multinomial logistic regression using a sample of 187 medium and large enterprises. Our findings show that sensing and seizing capabilities and an integrative approach to sustainability help embed LCM in presence of complex environments. Among dynamic capabilities, reconfiguring does not appear to help organizations embed LCM. This study contributes to the literature on LCM and dynamic capabilities.

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Making sense of circular economy: Understanding the progression from idea to action

2022

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This study examines how management and organisation sciences can contribute to and accelerate circular economy (CE) practices by providing insight into how circular oriented innovation (COI) processes unfold. Emergent theory and recent empirical evidence shows that research into CE needs to acknowledge both salient commonalities between circular solutions, but—crucially—also their differences. A range of well‐known circular strategy frameworks exist that offer suggestions for understanding circular strategies in relation to each other. However, at present such frameworks tend to be normative and conceptual. Our objective is therefore twofold: (1) to develop an analytical framework for CE that is grounded in both theory and practice, as well as (2) to demonstrate the application of such a framework to a wide range of different circular solutions and how this can lead to new insights and new directions for research. We deploy a longitudinal qualitative multi‐case case study design, where we focus on business‐led COI projects, covering innovation projects of 23 product(s) (groups) for 19 focal companies. We identify circular pivots, minimal viable circular configuration, continuous improvement of circular configurations and interactions between circular strategies as particularly important phenomena and the importance of taking a longer time horizon to understand circular phenomena in business. Moreover, we identify a lack of application of structured approaches in practice—to complexity, to circular strategies and to value network development—which, if left unaddressed, pose a risk that CE will not achieve a positive systemic impact.

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Life Cycle Work: A Process Study of the Emergence and Performance of Life Cycle Practice

Cited by 9 publications

References 51 publications

Life Cycle Costing: Understanding How It Is Practised and Its Relationship to Life Cycle Management—A Case Study

Life Cycle Costing: Understanding How It Is Practised and Its Relationship to Life Cycle Management—A Case Study

How to embed environmental sustainability: The role of dynamic capabilities and managerial approaches in a life cycle management perspective

Making sense of circular economy: Understanding the progression from idea to action

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