Firm as a Niche-Constructing Entity
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Pavel Luksha. Paper presented at the 2007 Lyon meeting 'Analyses and transformations of the firm', dedicated to the implications of the emerging theory of organizational niche construction
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Conceptualising global strategic
sustainability and corporate
transformational change
Helen Borland
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Abstract
Purpose – The purpose of this paper is to present the concept of global “strategic sustainability”,
represented by a conceptual framework, the “spheres of strategic sustainability”. The paper examines
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physical environment and the planet. This builds on previous research identifying key drivers and
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Design/methodology/approach – The paper is conceptual in nature and underpinned by Gaia
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Findings – The paper identifies two major domains – “corporate” and “consumer” strategic
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existing globalisation, corporate strategy and corporate culture.
Research limitations/implications – The paper provides insight and preliminary conceptual
development towards a full theoretical model of corporate and consumer strategic sustainability. The
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Originality/value – The paper offers a conceptual framework that develops the concept of
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sustainability into business models. It also challenges the current dominant socio-economic paradigm
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planet, environment, businesses and human society.
Keywords Globalization, Corporate strategy, Organizational change
Paper type Conceptual paper
Introduction
The purpose of this paper is to introduce the concept, explore routes and offer solutions
to global strategic sustainability. Conceptually, strategic sustainability is the
integration of the principles of sustainability with corporate strategic management
processes, structures, cultures, systems and technologies, enabling both competitive
and functional level strategies (Stead and Stead, 2004, 2008; Parnell, 2008; Shrivastava,
1995). The aim of this paper is to deepen our understanding of the integrated,
systems-based and holistic nature that is required in corporate decision making to
create sustainable solutions for the future. Using principles from ecological and
environmental sciences, to provide a broad platform (Shrivastava, 1995; Capra, 1997;
Ekins, 2000), the author presents a framework that builds on previous research in the
area of s.
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Richard Whittington, University of Oxford
This session aims to spark conversations between scholars at the intersection of strategic management and organization theory. In particular, we hope the event will generate awareness of, stimulate interest in, and set direction for research at the SM-OT interface. Especially, the panelists will address potential connections between perennial strategy topics such as resources, capabilities, innovation, competition, governance, nonmarket strategy and strategy process and practice and topics of central interest to organization theory such as institutional logics, organizational forms, legitimacy, creativity, framing and categories. Panellist will identify the most promising questions that could benefit from integrating strategy and organizational theory concepts as well as discussing possible challenges of such a theoretical bricolage.
International HRM.ppt
This document discusses a module on the effects of national culture on business and human resource management practices. It provides an overview of the module structure and topics to be covered, including how national cultures differ, the relationship between national culture and business/HRM practices, and strategies for managing a culturally diverse workforce and international assignments. The document emphasizes that national culture must be considered given its effects on organizations and management practices.
Weekly LecturesWeek 9 Lecture Ethics, Social Responsibility, a.docx
Weekly Lectures/Week 9 Lecture Ethics, Social Responsibility, and Environmental Sustainability.htmlMGMT 670: Week 9 Lecture
Week 9: Ethics, Social Responsibility, and Environmental Sustainability. The students examine the triple bottom line--social, environmental, and financial performance factors.
Learning Objectives:Understand what corporate ethics is.Discuss the theories of corporate responsibility and environmental sustainability.Examine the changing role of strategic human resources management in international businessAnalyze the triple bottom line to improve the performance and success of a business.Introduction
After numerous corporate scandals in the 1990s and 2000s, firms began paying more attention to corporate ethics, social responsibility, and environmental sustainability. This commitment people, the planet, and economic value is exemplified by three theories: corporate social responsibility, the triple bottom line, and stakeholder theory (“Three theories of corporate social responsibility,” 2012). Although economic performance is certainly important to a firm’s stakeholders, “increasingly though, it seems clear that noneconomic accomplishments, such as reducing waste and pollution, for example, are key indicators of performance as well. … Increasingly, evidence is mounting that attention to a triple bottom line is more than being “responsible” but instead just good business” (Economic, social, and environmental performance,” 2012). Corporate social responsibility
Corporate social responsibility is “a general name for any theory of the corporation that emphasizes both the responsibility to make money and the responsibility to interact ethically with the surrounding community. … Corporate social responsibility is also a specific conception of that responsibility to profit while playing a role in broader questions of community welfare” (“Three theories of corporate social responsibility,” 2012). The triple bottom line “is a form of corporate social responsibility dictating that corporate leaders tabulate bottom-line results not only in economic terms (costs versus revenue) but also in terms of company effects in the social realm, and with respect to the environment” (“Three theories of corporate social responsibility,” 2012). Stakeholder theory
is the mirror image of corporate social responsibility. Instead of starting with a business and looking out into the world to see what ethical obligations are there, stakeholder theory starts in the world. It lists and describes those individuals and groups who will be affected by (or affect) the company’s actions and asks, “What are their legitimate claims on the business?” “What rights do they have with respect to the company’s actions?” and “What kind of responsibilities and obligations can they justifiably impose on a particular business?” In a single sentence, stakeholder theory affirms that those whose lives are touched by a corporation hold a right and obligation to participate in di ...
Bataglia meirelles population_ecology_and_evolutionary_economics_._2009_
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Beyond Legitimacy A Case Study in BP’s ‘‘Green Lashing’’S
1) The document discusses BP's loss of legitimacy following the 2010 Deepwater Horizon oil spill disaster in the Gulf of Mexico.
2) It analyzes BP's "Beyond Petroleum" green branding campaign and how this set high expectations for environmental responsibility that contrasted sharply with realities exposed by the spill.
3) The spill undermined BP's legitimacy by revealing gaps between its green image and actual safety practices, costing the company billions in fines and legal costs as well as significant losses in market value and reputation.
Conceptualising global strategicsustainability and corporate.docx
Conceptualising global strategic
sustainability and corporate
transformational change
Helen Borland
Birmingham Business School, University of Birmingham, Birmingham, UK
Abstract
Purpose – The purpose of this paper is to present the concept of global “strategic sustainability”,
represented by a conceptual framework, the “spheres of strategic sustainability”. The paper examines
routes, solutions and a vision for corporate strategic sustainability in the macro context of the global
physical environment and the planet. This builds on previous research identifying key drivers and
strategies for corporate sustainability.
Design/methodology/approach – The paper is conceptual in nature and underpinned by Gaia
theory, ecosystems theory and the laws of thermodynamics. These three offer specific foci for
sustainability research including holism, integration and synthesis: without which, sustainability
research would be difficult to achieve.
Findings – The paper identifies two major domains – “corporate” and “consumer” strategic
sustainability. It examines the corporate domain in which routes are identified through responses to
existing globalisation, corporate strategy and corporate culture.
Research limitations/implications – The paper provides insight and preliminary conceptual
development towards a full theoretical model of corporate and consumer strategic sustainability. The
framework will guide future conceptual and empirical investigations and broaden and deepen our
understanding of how firm’s can construct strategic business models that incorporate sustainability.
Originality/value – The paper offers a conceptual framework that develops the concept of
“corporate strategic sustainability” and provides positive, practical solutions to incorporating
sustainability into business models. It also challenges the current dominant socio-economic paradigm
and sets the scene for a more positive eco-paradigm that serves the present and future needs of the
planet, environment, businesses and human society.
Keywords Globalization, Corporate strategy, Organizational change
Paper type Conceptual paper
Introduction
The purpose of this paper is to introduce the concept, explore routes and offer solutions
to global strategic sustainability. Conceptually, strategic sustainability is the
integration of the principles of sustainability with corporate strategic management
processes, structures, cultures, systems and technologies, enabling both competitive
and functional level strategies (Stead and Stead, 2004, 2008; Parnell, 2008; Shrivastava,
1995). The aim of this paper is to deepen our understanding of the integrated,
systems-based and holistic nature that is required in corporate decision making to
create sustainable solutions for the future. Using principles from ecological and
environmental sciences, to provide a broad platform (Shrivastava, 1995; Capra, 1997;
Ekins, 2000), the author presents a framework that builds on previous research in the
area of s.
A lejeune org design 2012
This document discusses the concept of a "green organizational architecture" that incorporates strong sustainability principles. It begins by noting the lack of research on sustainability in the fields of management information systems and organizational architecture. The document then reviews theories of sustainability and outlines different patterns ("informational", "processes", "structural", "strategy", "culture") that could characterize green management. It proposes a research model called OASSIM that distinguishes between weak and strong sustainability approaches and examines how organizational cognition and logic can influence managers' thinking to build architectures with strong sustainability in mind. The purpose is to integrate sustainability issues into the process of conceptualizing organizational architecture.
Scaling Forest Conservation_Introduction_Riddell_Diss_2015
This thesis analyzes two cases of forest sector innovation in Canada - the Great Bear Rainforest Agreement and the Canadian Boreal Forest Agreement. It uses a multi-paradigm approach to gain insight into how civil society groups can advance transformative social change. The research contributes new understanding of the deliberate agency and cross-scale processes involved in systemic change efforts. It analyzes the cases through multiple theoretical lenses and provides a synthesis of key patterns of agency and cross-scale dynamics in transforming unsustainable systems. The thesis findings have implications for responding to complex sustainability challenges through innovative, multi-level responses that span boundaries.
THE ROLE OF ECONOMICS IN ENVIRONMENTAL MANAGEMENT.docx
The document discusses the role of economics in environmental management and policy. It begins by explaining how economic models like the circular flow model and materials balance model can be used to understand the link between economic activity and the environment. It then provides definitions and concepts in environmental economics, such as different types of pollution and their sources/impacts. The document also discusses environmental policy approaches like command-and-control regulation and market incentives. It notes that economics can help evaluate policies using criteria like cost-effectiveness and environmental justice.
Johnson, C. M., Mawhinney, T. C., & Redmon, W. K. (2001). Handbook.docx
Johnson, C. M., Mawhinney, T. C., & Redmon, W. K. (2001). Handbook of organizational performance: Behavior analysis and management. New York, NY: Sage The Hawthorn Press, Inc.
In-text citation: (Johnson, Mawhinney & Redmon, 2001)
Chapter 14
Organizational Behavior Management and Organization Development: Potential Paths to Reciprocation
The origins of applied behavioral science can be traced back more than fifty years. While Skinner was pioneering efforts in the experimental analysis of behavior, and the grand theorists, Tolman, Hull, and Guthrie were battling for supremacy in the behavioral science arena, Kurt Lewin and Rensis Likert, prominent social psychologists of the era, began emphasizing the importance of connecting research and theory with practice. Their work strongly influenced the field of organizational behavior (OB), and spawned the field we will consider in detail in the present chapter: organization development (OD).
Neither OB nor OD share many of the features commonly identified with organizational behavior management (OBM): direct and frequent recording of behavior, targeting outcomes that workers can influence, and focusing on performance consequences. Indeed, current OD texts (e.g., Burke, 1982; French and Bell, 1990; Cummings and Worley, 1993) pay very little attention, if any, to Skinner's work and neglect to acknowledge OBM altogether. The OB field, on the other hand, has had fruitful interaction with behavior analysis (Komaki, 1986a). Virtually all OB texts (e.g., Luthans, 1992) include OBM as part of the OB field, although it is more often referred to as organizational behavior modification, or O.B. Mod.
The purpose of this chapter is to explore the potential for reciprocation between OD and OBM. The field of OD has matured considerably during the past two decades, with calls for systematic evaluation and research designed to determine what works and to begin assembling a theoretical basis for the field (Dunn and Swierczek, 1977; Eubanks and Marshall, 1990; Eubanks, Marshall, and O'Driscoll, 1990; Eubanks et al., 1990; Golembiewski, Proehl, and Sink, 1982; Nicholas, 1982; O'Driscoll and Eubanks, 1992, 1993, 1994). Clients have also become more sophisticated and are requiring OD practitioners to show performance gains in exchange for the considerable effort and cost involved in systemwide interventions (Beer and Walton, 1987, 1990). The OD field is briefly described in the following section as a basis for contrasting it with OBM.
DEFINITION AND COMPARISON OF OD WITH OBM
Numerous definitions of OD exist. According to one of the more comprehensive descriptions of the field, OD is:
a top-management-supported, long-range effort to improve an organization’s problem solving and renewal processes, particularly through a more effective and collaborative diagnosis and management of organization culture—with special emphasis on formal work team, temporary team, and inter-group culture—with the assistance of a consultant-facilit.
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Firm as a Niche-Constructing Entity
- 1. The firm as an environment-constructing entity Pavel O. Luksha http://www. luksha.ru pavel.luksha@gmail.com Analyse(s) and transformation(s) of the firm Lyon, France 22-23 November 2007
- 7. Summary of cases THE FIRM Demand side : 1. differentiation of products 2. modification of preferences 3. building of recognizable brands Supply side : 1. creation of specialized suppliers 2. creation of specialized workforce Rivals : industrial leadership, oligopolic games, technological spillovers, … Investors management of investor expectations Legal environment : lobbying for more favourable laws, regulations, standards etc. Mass media / public opinion projection of favourable images of the firm
- 14. Consideration of environment in adaptationist / selectionist paradigm E E’ G G’ natural selection natural selection genetic inheritance variation disturban- ces G – gene pool of a given population of organisms E – environment for given population of organisms G’ = f (G, E, ∆ (G)) ∆ (E) ∆ (G) Much of the traditional evolutionary studies treat environment as complex and independent from impact of population (adaptationist / selectionist view) [from (Laland et al.,2000), amended by the present author] E’ = h (E, ∆ (E))
- 15. Concept of niche construction E E’ G G’ ∆ (E) ∆ (G) natural selection niche construction niche construction natural selection E’ = h(G, E, ∆ (E)) G’ = f(G, E, ∆ (G)) genetic inheritance environment inheritance [from (Laland et al.,2000), amended by the present author] Niche construction: the process whereby organisms, through their metabolism, their activities, and their choices, modify their own and each other’s niches. Niche construction may result in changes in one or more natural selection pressures.
- 16. Niche construction: transplantation of a concept R’ = f (R, E, ∆(R)) E’ = h (R, E, ∆(E)) Niche construction: a change made to the environment (outside the boundary of the firm) that seriously impacts upon the decision making of firm’s counterparts, implying long-lasting alterations in their behavioural patterns E E’ R R’ ∆ (E) ∆ (R) environmental pressures production of environment production of environment environmental pressures institutional inheritance routine inheritance
- 18. General classification of niche construction unintended change of environment (self-organization effects) coordinated collective change of environment collective [=multiple niche constructors] innovative construction of environment (animal / human) ‘ extended phenotype’: routine reconstruction of necessary environment individual [= single niche constructor] Dawkins (2004): ‘niche changing’ Dawkins (2004): ‘niche construction’ not prescribed / not controlled prescribed / controlled action is…
- 19. Classified examples of niche construction in business - tacit collusion in oligopoly - pollution and overuse of common resources - financial crises - collusion (cartels etc.) - lobbying for necessary governmental decisions - establishment of rules for business community (e.g. in the financial market) collective [=multiple niche constructors] - spillover effects of innovation - externalities of individual production - differentiation - brand building, loyal customer base - lobbying - establishment of particular model of supply individual [= single niche constructor] not prescribed / not controlled prescribed / controlled action is…
- 22. Institutional vehicles of niche construction (2) emergent inter-organizational practices & resources THE FIRM COUNTERPART (individual/ collective) SUPPORTING AGENCIES routines & resources committed to the activity routines & resources committed to the activity habits/routines & resources invoked & affected by learning INSTITUTIONAL SET-UP contracts