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How to embed environmental sustainability: The role of dynamic capabilities and managerial approaches in a life cycle management perspective

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  • Guia Bianchi
  • Francesco Testa
  • Sara Tessitore
  • Fabio Iraldo

Abstract

Life cycle management (LCM) is a managerial framework to embed a holistic environmental sustainability logic inside organizations. Despite its long tradition, the implementation of LCM is little explored. In this study we observe how sensing, seizing, and reconfiguring capabilities together with managerial approaches to environmental sustainability help organizations embed LCM in their practices. We performed a multinomial logistic regression using a sample of 187 medium and large enterprises. Our findings show that sensing and seizing capabilities and an integrative approach to sustainability help embed LCM in presence of complex environments. Among dynamic capabilities, reconfiguring does not appear to help organizations embed LCM. This study contributes to the literature on LCM and dynamic capabilities.

Suggested Citation

  • Guia Bianchi & Francesco Testa & Sara Tessitore & Fabio Iraldo, 2022. "How to embed environmental sustainability: The role of dynamic capabilities and managerial approaches in a life cycle management perspective," Business Strategy and the Environment, Wiley Blackwell, vol. 31(1), pages 312-325, January.
    • Handle: RePEc:bla:bstrat:v:31:y:2022:i:1:p:312-325
    DOI: 10.1002/bse.2889
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    1. Matthew Quayson & Chunguang Bai & Lihua Sun & Joseph Sarkis, 2023. "Building blockchain‐driven dynamic capabilities for developing circular supply chain: Rethinking the role of sensing, seizing, and reconfiguring," Business Strategy and the Environment, Wiley Blackwell, vol. 32(7), pages 4821-4840, November.
    2. Venugopal Gopalakrishna‐Remani & Kyung‐Ah ( Kay) Byun & D. Harold Doty, 2022. "The impact of employees' perceptions about top management engagement on sustainability development efforts and firm performance," Business Strategy and the Environment, Wiley Blackwell, vol. 31(7), pages 2964-2977, November.
    3. Zoppelletto, Alessia & Orlandi, Ludovico Bullini & Zardini, Alessandro & Rossignoli, Cecilia & Kraus, Sascha, 2023. "Organizational roles in the context of digital transformation: A micro-level perspective," Journal of Business Research, Elsevier, vol. 157(C).
    4. Trujillo-Gallego, Mariana & Sarache, William & Sousa Jabbour, Ana Beatriz Lopes de, 2022. "Digital technologies and green human resource management: Capabilities for GSCM adoption and enhanced performance," International Journal of Production Economics, Elsevier, vol. 249(C).
    5. Anna M. Walker & Alberto Simboli & Walter J. V. Vermeulen & Andrea Raggi, 2023. "A dynamic capabilities perspective on implementing the Circular Transition Indicators: A case study of a multi‐national packaging company," Corporate Social Responsibility and Environmental Management, John Wiley & Sons, vol. 30(5), pages 2679-2692, September.
    6. Dr. Titus M. Kising’u & Ruwaida Hassan Mwajambia, 2022. "Dynamic Managerial Capabilities on Firm Performance: Evidence from Travel Agencies and Tour Operators in Kenya," International Journal of Research and Innovation in Social Science, International Journal of Research and Innovation in Social Science (IJRISS), vol. 6(5), pages 770-783, May.

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