RT Article
T1 Building Theory at the Intersection of Ecological Sustainability and Strategic Management
JF Journal of business ethics
VO 135
IS 2
SP 293
OP 307
A1 Borland, Helen
A1 Ambrosini, Véronique
A1 Lindgreen, Adam
A1 Vanhamme, Joëlle
A2 Ambrosini, Véronique
A2 Lindgreen, Adam
A2 Vanhamme, Joëlle
LA English
YR 2016
UL https://ixtheo.de/Record/1785657488
AB This article builds theory at the intersection of ecological sustainability and strategic management literature—specifically, in relation to dynamic capabilities literature. By combining industrial organization economics–based, resource-based, and dynamic capability–based views, it is possible to develop a better understanding of the strategies that businesses may follow, depending on their managers’ assumptions about ecological sustainability. To develop innovative strategies for ecological sustainability, the dynamic capabilities framework needs to be extended. In particular, the sensing–seizing–maintaining competitiveness framework should operate not only within the boundaries of a business ecosystem but in relation to global biophysical ecosystems; in addition, two more dynamic capabilities should be added, namely, remapping and reaping. This framework can explicate core managerial beliefs about ecological sustainability. Finally, this approach offers opportunities for managers and academics to identify, categorize, and exploit business strategies for ecological sustainability.
K1 Transformational business strategy
K1 Ecological sustainability
K1 Ecocentrism
K1 Dynamic capabilities
DO 10.1007/s10551-014-2471-6