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Building Theory at the Intersection of Ecological Sustainability and Strategic Management

Author

Listed:
  • Helen Borland

    (Aston University)

  • Véronique Ambrosini

    (Monash University)

  • Adam Lindgreen

    (Cardiff University)

  • Joëlle Vanhamme

    (Edhec Business School)

Abstract

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.

Suggested Citation

  • Helen Borland & Véronique Ambrosini & Adam Lindgreen & Joëlle Vanhamme, 2016. "Building Theory at the Intersection of Ecological Sustainability and Strategic Management," Journal of Business Ethics, Springer, vol. 135(2), pages 293-307, May.
    • Handle: RePEc:kap:jbuset:v:135:y:2016:i:2:d:10.1007_s10551-014-2471-6
    DOI: 10.1007/s10551-014-2471-6
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    References listed on IDEAS

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