The “Six Ws” of sustainable development risks

Gomez‐Valencia, Manuela; González-Pérez, María Alejandra; Gómez-Trujillo, Ana María

doi:10.1002/bse.2794

Cited by 16 publications

(10 citation statements)

References 169 publications

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“…These transformations pose significant risks for product development and manufacturing companies, where practices and activities that enforce unsustainable development face increasing threats, for example, tougher legislation, reputational damage, and decreasing demand among others (Kiefer et al, 2019; Schulte & Hallstedt, 2018). Meanwhile, companies that contribute to strategic sustainable development can benefit from business opportunities, such as meeting new customer demands, attracting talented and motivated employees, and saving cost, resilience, and so forth (Gomez‐Valencia et al, 2021; Korhonen & Seager, 2008). To do so, companies need to adapt and change their activities on both strategic, tactical, and operational organizational levels (Gaziulusoy et al, 2013).…”

Section: Conceptual Backgroundmentioning

confidence: 99%

Sustainability risk and portfolio management—A strategic scenario method for sustainable product development

2021

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Companies need to strategically develop their portfolio and find the balance between being proactive and passive in relation to sustainability. In this study, a strategic perspective based on backcasting from overarching socio-ecological sustainability principles was used as a lens to understand how companies might adapt their product portfolios to avoid threats and exploit opportunities on increasingly sustainabilitydriven markets. The study shows that sustainability performance, market success, and time are key areas to be considered in the product portfolio process to ensure short-term profitability and long-term competitiveness. A novel method was developed and tested in one academic group and two companies to explore how such a strategic sustainability perspective can support the product portfolio process in practice. The results indicate that the strategic layered double-flow scenario method, including different time horizons, was supportive in identifying opportunities and avoid risks in the sustainable development process at the company.

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Section: Conceptual Backgroundmentioning

confidence: 99%

Sustainability risk and portfolio management—A strategic scenario method for sustainable product development

2021

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“…Previous research has regarded how mission drift, i.e., actions that deviate from ventures' original sustainability values, by diverting their attention and focus, possibly even diminishing the ability to create positive social and environmental impacts (Battilana & Lee, 2014; Jones, 2007; Ramus & Vaccaro, 2017). A potential risk would be that sustainable ventures fail to make a substantial contribution to sustainable development because their original sustainability values and identity are lessened or outright abandoned (Gomez‐Valencia et al, 2021).…”

Section: Introductionmentioning

confidence: 99%

Reinforcing or counterproductive behaviors for sustainable entrepreneurship? The influence of causation and effectuation on sustainability orientation

Johnson¹,

Hoerisch

2021

Bus Strat Env

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Effectuation, as an emerging theoretical approach in entrepreneurship, is receiving increasing attention in research and practice. Still, the integration of effectuation in sustainable entrepreneurship literature is sparse, and its influence on the sustainability orientation of ventures has so far not been examined in the academic literature. This article, therefore, investigates the influence that causal and effectual behaviors have on the sustainability orientation of established entrepreneurial ventures. This is important to consider, especially if entrepreneurial behaviors were to influence sustainability orientation negatively, this could potentially thwart the venture's ability to create lasting sustainability value. Based on a quantitative survey among 140 sustainable ventures, we find support for the hypothesis that causal behaviors reinforce sustainability orientation. We demonstrate that effectual behaviors exert a positive influence on sustainability orientation as well. Thus, the experimentation and flexibility of goals that ventures possess reflect that effectual behaviors are not at the expense of sustainability orientation. These results can inform sustainable entrepreneurs and educators to use both behaviors purposefully and highlight causal and effectual behaviors are equally important elements for sustainable entrepreneurship education.

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“…Thus, more complex tools can help manage the short‐ and long‐term uncertainties and risks in reducing FLW, which can be particularly useful for businesses and their supply chain. Effectively managing sustainability risks also helps businesses build a positive reputation and, over time, contribute to sustainable development (Gomez‐Valencia et al, 2021).…”

Section: Resultsmentioning

confidence: 99%

Integrating decision support tools into businesses for sustainable development: A paradoxical approach to address the food waste challenge

Somlai

2022

Bus Strat Env

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The food industry is increasingly using decision support tools to address the food loss and waste challenge. Extant food loss and waste tools predominantly focus on environmental metrics and do not sufficiently integrate important social and financial considerations. They have therefore been deemed to lack business readiness. This critical review aims to assess how tools can be integrated within organisations supporting the progress towards sustainability and what tensions are inherent in preventing and reducing food loss and waste (FLW). This review extends paradox theory by adding the dimensions of FLW and tools to previous research on paradoxes and sustainable development. The significance of the review is creating an opportunity for scholars and practitioners to rethink current business practices as necessary for addressing sustainability challenges. The review contributes to previous research in FLW‐reducing tools within the context of business responses to sustainability issues. The findings show the role of leadership in promoting participation and collaboration for positive environmental outcomes. These findings offer three practical recommendations for businesses: (1) simple yet comprehensive tools tailored to business needs can enhance decisions, (2) a paradoxical approach for considering food supply chain demands and (3) leaders should encourage individuals and teams to learn and collaborate for business success.

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The “Six Ws” of sustainable development risks

Cited by 16 publications

References 169 publications

Sustainability risk and portfolio management—A strategic scenario method for sustainable product development

Sustainability risk and portfolio management—A strategic scenario method for sustainable product development

Reinforcing or counterproductive behaviors for sustainable entrepreneurship? The influence of causation and effectuation on sustainability orientation

Integrating decision support tools into businesses for sustainable development: A paradoxical approach to address the food waste challenge

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