The Social Psychology of Organizations.

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Flow The Psychology Of Optimal Experience

Research on sustainability transitions has expanded rapidly in the last ten years, diversified in terms of topics and geographical applications, and deepened with respect to theories and methods. This article provides an extensive review and an updated research agenda for the field, classified into nine main themes: understanding transitions; power, agency and politics; governing transitions; civil society, culture and social movements; businesses and industries; transitions in practice and everyday life; geography of transitions; ethical aspects; and methodologies. The review shows that the scope of sustainability transitions research has broadened and connections to established disciplines have grown stronger. At the same time, we see that the grand challenges related to sustainability remain unsolved, calling for continued efforts and an acceleration of ongoing transitions. Transition studies can play a key role in this regard by creating new perspectives, approaches and understanding and helping to move society in the direction of sustainability.

An agenda for sustainability transitions research: State of the art and future directions

textPrior studies have emphasized that structural attributes are crucial to simultaneously pursuing exploration and exploitation, yet our understanding of antecedents of ambidexterity is still limited. Structural differentiation can help ambidextrous organizations to maintain multiple inconsistent and conflicting demands; however, differentiated exploratory and exploitative activities need to mobilized, coordinated, integrated, and applied. Based on this idea, we delineate formal and informal senior team integration mechanisms (i.e. contingency rewards and social integration) and formal and informal organizational integration mechanisms (i.e. cross-functional interfaces and connectedness) and examine how they mediate the relationship between structural differentiation and ambidexterity. Overall, our findings suggest that the previously asserted direct effect of structural differentiation on ambidexterity operates through informal senior team (i.e. senior team social integration) and formal organizational (i.e. cross-functional interfaces) integration mechanisms. Through this richer explanation and empirical assessment, we contribute to a greater clarity and better understanding of how organizations may effectively pursue exploration and exploitation simultaneously to achieve ambidexterity.

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Structural Differentiation and Ambidexterity: The Mediating Role of Integration Mechanisms

The phrase “fast fashion” refers to low-cost clothing collections that mimic current luxury fashion trends. Fast fashion helps sate deeply held desires among young consumers in the industrialized world for luxury fashion, even as it embodies unsustainability. Trends run their course with lightning speed, with today's latest styles swiftly trumping yesterday's, which have already been consigned to the trash bin. This article addresses the inherent dissonance among fast fashion consumers, who often share a concern for environmental issues even as they indulge in consumer patterns antithetical to ecological best practices. Seemingly adept at compartmentalism, and free of conflicted guilt, such consumers see no contradiction in their Janus-faced desires. Can luxury fashion, with ostensibly an emphasis on authenticity, and its concomitant respect for artisans and the environment, foster values of both quality and sustainability? Since individual identity continually evolves, and requires a materially r...

Fast Fashion, Sustainability, and the Ethical Appeal of Luxury Brands

This article investigates how companies make sense of CSR. It is based on an explorative comparative case study of 18 companies in the Netherlands using background information, interviews and annual reports. Initially, the sensemaking process of CSR is guided and coordinated by change agents who are specifically appointed to explore the implementation of CSR in their company. These change agents initiate the CSR process within their own organisations. The meaning they develop stems from their personal and organisational values and frames of reference. By attuning the vocabulary of CSR to the language of their colleagues, they aim to gain support for this undertaking in their organisation. This sensemaking procedure can be divided into pragmatic, external, procedural, policy-oriented and value-driven processes. The capability of an organisation to embed CSR is the result of trial and error, personal preferences and the use of language by the change agent that fits the (dynamic) situation at hand. Thus, each organisation needs a tailor-made approach to implement CSR successfully.

https://papers.ssrn.com/sol3/Delivery.cfm/beer_459.pdf?abstractid=930754&mirid=1&type=2

Corporate social responsibility: making sense through thinking and acting

This article investigates the possibility of influencing product lifetime through product design. First, the results of a literature study on consumer behavior are presented. These show that surprisingly few researchers have focused specifically on the arousal of the need to replace a product. Therefore, empirical data about motives for product replacement were acquired through a combination of qualitative investigation and a quantitative survey. This resulted in a model of factors influencing the replacement decision and in a replacement typology. Finally, possible design directions for longer lasting products were explored. It was concluded that despite the variety of replacement motivations people basically want a well functioning and up to date product that meets their altering needs. This requires the development of dynamic and flexible products, which implies designing for variability and product attachment and preparing the product for future repair or upgrading. Copyright © 2005 John Wiley & Sons, Ltd and ERP Environment.

Influencing product lifetime through product design

Making sense of Corporate Social Responsibility: Exploring organizational processes and strategies

Strategic collective system building to commercialize sustainability innovations

Purpose – This paper seeks to improve the understanding of implementation processes that achieve corporate sustainability by providing explanatory knowledge about the role of change agents from a sensemaking perspective. The paper also aims to focus on the sustainability efforts of change agents in a multinational carpet tile manufacturer.Design/methodology/approach – The theoretical perspective of the paper is based on the concepts of sensemaking and emergent change. The paper examines sustainability sensemaking in the Dutch subsidiary of the US‐based carpet tile manufacturer Interface over a period of ten years (2000‐2010).Findings – The findings show that embedding sustainability by change agents is typically an emergent change process that consists of small steps and is not predictable.Research limitations/implications – This paper focuses on the emergent, unpredictable aspects of change. More research is needed on processes of adapting the general concept of sustainability to local organisational con...

Jacqueline M. Cramer

Papers

Corporate social responsibility: making sense through thinking and acting

Influencing product lifetime through product design

Making sense of Corporate Social Responsibility: Exploring organizational processes and strategies

Strategic collective system building to commercialize sustainability innovations

Change agent sensemaking for sustainability in a multinational subsidiary