Disentangling dynamic capabilities for sustainability - How leaders can influence sustainable development in complex environments
(2020) ENTN39 20201Department of Business Administration
- Abstract
- Purpose: The 21st century’s focal point of sustainability obliges businesses to adjust their internal resources and operations towards a complex and dynamic environment. Previous research focused on definitional and motivational aspects of dynamic capabilities for sustainability. Hence, a research gap exists in how dynamic capabilities for sustainability are developed. Thus, this study addresses the research gap through adapting a leadership perspective and contributing to organization theory research. This led to the following research question:
Research Question: How can leaders influence the development of dynamic capabilities for sustainability (DcfS)?
Methodology: The research was conducted in the manufacturing industry through a... (More) - Purpose: The 21st century’s focal point of sustainability obliges businesses to adjust their internal resources and operations towards a complex and dynamic environment. Previous research focused on definitional and motivational aspects of dynamic capabilities for sustainability. Hence, a research gap exists in how dynamic capabilities for sustainability are developed. Thus, this study addresses the research gap through adapting a leadership perspective and contributing to organization theory research. This led to the following research question:
Research Question: How can leaders influence the development of dynamic capabilities for sustainability (DcfS)?
Methodology: The research was conducted in the manufacturing industry through a qualitative, single case study with longitudinal elements. Even though an abductive research approach was chosen, the data collection process centered on semi-structured interview, ultimately leading to the development of a grounded theory framework. Thereby, Gioia, Corley and Hamilton’s (2012) methodology was adapted.
Conclusion: Finally, leaders influence the development of DcfS through six particular activities (being conscious for change, championing sustainability, fostering followers’ participation, introduction of clear sustainability objects, the establishment of organizational processes and systems as well as creating a mentality for sustainability). Those are highly related to modern leadership concepts such as complexity or transformational leadership. In order to address the complexity and dynamism of the business environment, being aware of external demand and company alignment towards sustainability are the most crucial elements for a successful sustainable development. Thus, leaders aiming for sustainable business performance, along the triple bottom line, can develop DcfS for a sustainable competitive advantage and employ them as a strategic tool. (Less)
Please use this url to cite or link to this publication:
http://lup.lub.lu.se/student-papers/record/9014774
- author
- Krahlheer, Janne Philine LU and Koch, Ann-Kathrin LU
- supervisor
- organization
- course
- ENTN39 20201
- year
- 2020
- type
- H1 - Master's Degree (One Year)
- subject
- keywords
- Leadership, Sustainability, Dynamic Capabilities, Green Capabilities, Capabilities for sustainability, Dynamic environments, Organizational development, Sustainable development, Sustainable performance
- language
- English
- id
- 9014774
- date added to LUP
- 2020-06-25 16:04:08
- date last changed
- 2020-06-25 16:04:08
@misc{9014774,
abstract = {{Purpose: The 21st century’s focal point of sustainability obliges businesses to adjust their internal resources and operations towards a complex and dynamic environment. Previous research focused on definitional and motivational aspects of dynamic capabilities for sustainability. Hence, a research gap exists in how dynamic capabilities for sustainability are developed. Thus, this study addresses the research gap through adapting a leadership perspective and contributing to organization theory research. This led to the following research question:
Research Question: How can leaders influence the development of dynamic capabilities for sustainability (DcfS)?
Methodology: The research was conducted in the manufacturing industry through a qualitative, single case study with longitudinal elements. Even though an abductive research approach was chosen, the data collection process centered on semi-structured interview, ultimately leading to the development of a grounded theory framework. Thereby, Gioia, Corley and Hamilton’s (2012) methodology was adapted.
Conclusion: Finally, leaders influence the development of DcfS through six particular activities (being conscious for change, championing sustainability, fostering followers’ participation, introduction of clear sustainability objects, the establishment of organizational processes and systems as well as creating a mentality for sustainability). Those are highly related to modern leadership concepts such as complexity or transformational leadership. In order to address the complexity and dynamism of the business environment, being aware of external demand and company alignment towards sustainability are the most crucial elements for a successful sustainable development. Thus, leaders aiming for sustainable business performance, along the triple bottom line, can develop DcfS for a sustainable competitive advantage and employ them as a strategic tool.}},
author = {{Krahlheer, Janne Philine and Koch, Ann-Kathrin}},
language = {{eng}},
note = {{Student Paper}},
title = {{Disentangling dynamic capabilities for sustainability - How leaders can influence sustainable development in complex environments}},
year = {{2020}},
}