Zur Relevanz der Digitalisierung, Globalisierung und Geschäftsmodelltransformation für das Nachhaltigkeitsmanagement

Arnold, Christian; Keppler, Sonja; Reckenfelderbäumer, Martin

doi:10.1007/978-3-658-27729-1_2

Cited by 3 publications

(3 citation statements)

References 4 publications

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“…Cultural diversity may cause another challenge as stakeholder partners often represent various cultural environments that include different attitudes toward ecological and social sustainability goals. Constructive diversity management may provide alternative solutions to overcome cultural diversity (Arnold et al , 2019). Through which combination of design options this can be achieved could also be examined in future research.…”

Section: Discussionmentioning

confidence: 99%

“…Digital forms make it possible, for example, to set up company fundraising campaigns for which employees can propose their own aid projects or vote for them. This can further enable new forms of “Shared Social Responsibility” (Gneezy et al , 2010; Arnold et al , 2019) and reach out to the less assertive stakeholders, for example, at production sites at the upper levels of the value chain. However, this can be challenging for companies that have not yet completed the digital transformation to a sufficient extent.…”

Section: Determinants Of Stakeholder Integration In Times Of Crisismentioning

confidence: 99%

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Sustainability project partnerships in times of crisis: conceptual framework and implications for stakeholder integration

Grunwald

Schwill

Sassenberg

2021

JEPP

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PurposeThis paper aims to analyze the requirements for stakeholder integration in sustainability project partnerships in times of sustainability crisis. Referring to the COVID-19 pandemic as a sustainability crisis that has sensitized consumers and other stakeholders to corporate responsibility for social and sustainability issues, a conceptual framework for stakeholder integration is developed from which implications for designing the potential, process and result quality are derived.Design/methodology/approachIn this conceptual paper, design options for stakeholder integration are derived from open innovation and service management research. Specific crisis-related determinants of stakeholder integration are derived from current corporate social responsibility (CSR) and crisis research taking into account the opportunities and challenges of the COVID-19 pandemic. Design options and crisis-related determinants are then combined to a conceptual framework for stakeholder integration in sustainability project partnerships in times of crisis. Based on this framework, research propositions are derived that provide insights into the design of the potential, process and result quality of stakeholder integration.FindingsThis paper shows that the COVID-19 pandemic can be viewed as a sustainability crisis, which places special entrepreneurial demands on stakeholder integration in sustainability project partnerships. The pandemic offers potential for integrating a large number of stakeholders and has emphasized the need for integrating a broad range of stakeholders. Higher skepticism of stakeholders toward companies' CSR engagement in the pandemic has raised stakeholder demands for early integration. Higher skepticism and CSR involvement have rendered active forms of integration even more relevant, which, however, should still be adapted to the respective stakeholder prerequisites. The pandemic has increased the need for constant and comprehensive exchange of data on project results between stakeholders and the project leading organization. Measurement of target achievement can be promoted by establishing stakeholder commitment with regard to the target measures on the collective and relationship levels of the partnership. Finally, the pandemic has reinforced the need for more dialogical forms of communicating sustainability project results.Originality/valueSolving problems and exploiting opportunities in times of crisis require a high degree of entrepreneurship and creative leadership in order to gain new ideas and overcome resource deficits. Sustainability project partnerships in which various stakeholders contribute resources and knowledge to collaborate on idea development and finding solutions to sustainability issues are suitable for this. However, previous approaches to stakeholder integration in open innovation and service management research largely neglect the crisis context and only a few are related to sustainability. In CSR and crisis research, stakeholder-related approaches to coping with crises tend to be underrepresented, and the comprehensive concept of stakeholder integration has so far hardly been considered as an approach to crisis management. By taking into account the COVID-19 pandemic as a sustainability crisis, this paper provides new impulses for the integration of stakeholders in sustainability project partnerships in times of crisis. Recommendations for the design of the potential, process and result quality are derived, which provide insights for project leaders and stakeholders alike. In addition, implications for public policymakers are derived, who are assigned an increasingly active role in the pandemic and who can contribute to the success of sustainability project partnerships by setting suitable framework conditions. The developed concept can be expanded to include further company-related determinants and offers a starting point for empirical analysis in the still underexplored research fields of sustainability-oriented relationship marketing and sustainability crises.

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Section: Discussionmentioning

confidence: 99%

Section: Determinants Of Stakeholder Integration In Times Of Crisismentioning

confidence: 99%

Sustainability project partnerships in times of crisis: conceptual framework and implications for stakeholder integration

Grunwald

Schwill

Sassenberg

2021

JEPP

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“…Perceived or expected imbalanced output–input ratios and dissatisfaction can lower the motivation to enter sustainability co‐creation partnerships or reduce stakeholder inputs within such partnerships, negatively impacting quality. Besides, technical challenges can arise if stakeholders do not have the infrastructure or “digital project leadership” (Arnold, Keppler, & Reckenfelderbäumer, 2019:27) required for information and communication processes with decentralized global stakeholders. A lack of reliability of technology, IT infrastructure and mobile network instability can be major and persistent technological barriers to co‐creation projects (Dugstad, Eide, Nilsen, & Eide, 2019:8).…”

Section: Managerial Challenges and Implicationsmentioning

confidence: 99%

Sustainability co‐creation in digitalized global value chains

Grunwald¹

2022

Strategic Change

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Increased attention to sustainability issues and advancing digitalization motivate organizations to collaborate on sustainability issues in projects with various stakeholders in and around global value chains. In sustainability co‐creation, stakeholders' specific knowledge and competencies will be combined to achieve common sustainability goals more effectively while better targeting individual goals. However, sustainability co‐creation can pose various challenges that affect the possible input factors (e.g., insufficient or unequal digital resources, skills, motivation), the process of cooperation (e.g., conflicting goals, inappropriate timing and methods) and the output (e.g., lack of commitment about target achievement and communication). This paper proposes a conceptual input–process–output framework of sustainability co‐creation in the context of digitalized global value chains. It highlights major managerial challenges and implications drawing on relationship marketing research. Recommendations and practical examples for designing sustainability co‐creation's input, process, and output are provided, useful for managers. Besides, avenues for future research are derived.

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Managing Value Co-creation in Partnerships for Sustainability: Toward a Process Model for Stakeholder Integration

Grunwald¹,

Schwill²,

Sassenberg³

2022

Artisan Entrepreneurship

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No part of this book may be reproduced, stored in a retrieval system, transmitted in any form or by any means electronic, mechanical, photocopying, recording or otherwise without either the prior written permission of the publisher or a licence permitting restricted copying issued in the UK by The Copyright Licensing Agency and in the USA by The Copyright Clearance Center. Any opinions expressed in the chapters are those of the authors. Whilst Emerald makes every effort to ensure the quality and accuracy of its content, Emerald makes no representation implied or otherwise, as to the chapters' suitability and application and disclaims any warranties, express or implied, to their use.

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Zur Relevanz der Digitalisierung, Globalisierung und Geschäftsmodelltransformation für das Nachhaltigkeitsmanagement

Cited by 3 publications

References 4 publications

Sustainability project partnerships in times of crisis: conceptual framework and implications for stakeholder integration

Sustainability project partnerships in times of crisis: conceptual framework and implications for stakeholder integration

Sustainability co‐creation in digitalized global value chains

Managing Value Co-creation in Partnerships for Sustainability: Toward a Process Model for Stakeholder Integration

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