Putting resilient sustainability into strategy decisions – case studies

Winnard, Julie; Lee, Jacquetta; Skipp, David

doi:10.1108/md-11-2017-1124

Cited by 15 publications

(24 citation statements)

References 24 publications

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“…In so doing, we account for the complexities and interdependencies between environment, social and economic sub-systems of the firm and show that resilience needs to be considered holistically, similar to sustainability, in order to understand its overall performance implications better. Systems may be resilient but unsustainable as [69] with the resilient but unsustainable dictatorship illustrate. Thus, the use of resilience concepts for organizational decision making requires the clarification of the resilience of "what" and the addition of performance measures.…”

Section: Discussion and Contributionmentioning

confidence: 99%

“…When discussing the ecological-economic system, it is important to consider that resilience is one of the elements that must be considered when planning the organization's strategies for sustainable management [68]. The connection between resilience and sustainability leads to the establishment of a new approach known as "resilient sustainability", which represents a driving mindset, allowing decision makers to find solutions to sustainability issues by leveraging on the adaptative capacities of the company in order to find the best strategies [69].…”

Section: The Link Between Resilience and Sustainabilitymentioning

confidence: 99%

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Thriving, Not Just Surviving in Changing Times: How Sustainability, Agility and Digitalization Intertwine with Organizational Resilience

et al. 2021

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Nowadays, the buzzwords for organizations to be prepared for the competitive environment’s challenges are sustainability, digitalization, resilience and agility. However, despite the fact that these concepts have come into common use at the level of both scholars and practitioners, the nature of the relation between sustainability and resilience has not yet been sufficiently clarified. Above all, there is still no evidence of what factors determine greater resilience to change in an organization that also wants to be more sustainable, especially in times of crisis and discontinuity. This research aims to explore from a theoretical point of view, through the construction of a conceptual model, how these dimensions interact to help the business to become strategically resilient by leveraging digitization and agility as enablers. A new view of resilience arises from the study, which goes beyond the well-known ability to absorb or adapt to adversity, to also include a strategic attribute that could help companies capture change-related opportunities to design new ways of doing business under stress. A key set of strategically agile processes, enabled by digitalization, creates strategic resilience that also includes a proactive, opportunity-focused attitude in the face of change. Strategic resilience to lead to organizational sustainability must be understood as a multi-domain concept quite similar to the holistic view of sustainability: environment, economy and society. Finally, the research offers a set of propositions and a theoretical framework that can be empirically validated.

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Section: Discussion and Contributionmentioning

confidence: 99%

Section: The Link Between Resilience and Sustainabilitymentioning

confidence: 99%

Thriving, Not Just Surviving in Changing Times: How Sustainability, Agility and Digitalization Intertwine with Organizational Resilience

et al. 2021

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“…In this way, the objective of the study is to analyze business models of Brazilian companies in order to identify the sectors engaged in the CE, to verify how the business model is aligned with sustainability, to identify the sustainable practices adopted, to evaluate the level of maturity of business models and to present the determinants of circularity of resources. Organizational sustainability seeks to reduce negative decisions and to improve positive impacts of productive activities, to restore natural capital to be used more efficiently, to enhance human and maintain ethical capitals by reducing resource extraction and pollution, identifying unsustainability risks/opportunities, prioritizing and mitigating/exploiting the most key ones and maintaining economic capital to operate long term (Winnard et al , 2018).…”

Section: Introductionmentioning

confidence: 99%

Circular business models: level of maturity

Sehnem

Campos

Julkovski

et al. 2019

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Purpose The purpose of this paper is to analyze circular business models of Brazilian companies. Design/methodology/approach The authors analyzed 105 business models of adopting companies from the perspective of the circularity of resources. These were classified as analytical sector category, business model design aligned with sustainability, sustainable practices adopted, level of maturity of business models and determinants of the circularity of resources. Findings The results show that companies belonging to the service sector predominate, which, above all, offer the virtualization of processes, sharing, ecological products, socially responsible and emphasis on recycling. Of these, 92.38 percent were already aligned with the sustainability assumptions, which contribute decisively to the operationalization in a circular perspective. Therefore, the materialization of the circular economy (CE) in Brazil is occurring, although there is potential for a stronger engagement with the determinants of the CE, especially in the perspective of the biological cycle and in the short cycles of technical levels. Originality/value In addition, the authors promote advances in the maturity levels of business models to optimize the optimal level, where processes are predictable, critically analyzed and continuously improved.

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“…But, how is this manifesting itself in the real world? Well, large, blue chip companies are often leading the way, and one such example is the Ford Motor Company, which is investigated by Winnard et al (2018) in their article ‘Putting resilient sustainability into strategy decisions – case studies’. In it, they look at a new sustainability tool that can be used to stress test an organization’s capabilities when it comes to its resilience.…”

Section: Research Into Practice Into Researchmentioning

confidence: 99%

“…The article ‘Putting resilient sustainability into strategy decisions – case studies’ by Winnard et al (2018) is a timely reminder that businesses have to get much smarter and pro-active when it comes to sustainability. By assessing a new approach in multiple scenarios in a case study format, the authors very cleverly both use existing research to create a new tool, and then create it by analyzing its implementation and impact.…”

Section: Commentmentioning

confidence: 99%

Finding the right sustainability strategy for Ford

2018

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Purpose Reviews the latest management developments across the globe and pinpoints practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings There is a silent revolution among the business schools and corporate classrooms that is starting have tangible influence on how business is conducted. This is not a quick revolution, as it has its roots 30-40 years ago. Nor will it end any time soon, so great is the challenge which it has to overcome. But slowly and surely, it is coming our way. It is not easy to see, but can already be felt in the way business discourse is conducted both inside firms and externally. It is the sustainable revolution, and in time, it will inhabit every organization and color every decision made that has an effect on future viability. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

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Putting resilient sustainability into strategy decisions – case studies

Cited by 15 publications

References 24 publications

Thriving, Not Just Surviving in Changing Times: How Sustainability, Agility and Digitalization Intertwine with Organizational Resilience

Thriving, Not Just Surviving in Changing Times: How Sustainability, Agility and Digitalization Intertwine with Organizational Resilience

Circular business models: level of maturity

Finding the right sustainability strategy for Ford

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