Organizational transition management of circular business model innovations

Scholars and practitioners across fields increasingly recognize that business models for the circular economy may be an effective lever for solving ecological persistent problems such as climate change, biodiversity loss, and growing natural resource scarcity. Despite a growing interest in the potential of circular business models, interconnections between the organizational dimensions of firms and their business model innovation processes remain underexplored. Based on problem‐centered expert interviews with business consultants experienced in circular business development, this study creates a conceptual model that offers structured knowledge about why firms steadily reproduce linear BMs and how incumbents manifest themselves as a constant linear‐oriented value creation system. The model also demonstrates organizational conditions and management strategies that frustrate the reproduction of linear BMs and, thus, enable initial moves towards CBM innovation. Building on this, the article provides a set of propositions on how an organizational transition management may be configured and what incumbents require to successfully navigate circular business model innovation. The findings provide a foundation for a contemporary understanding of circular business model transition management, which simultaneously serve as impulses for future research investigations.TU Berlin, Open-Access-Mittel – 202

HRM, organizational capacity for change, and performance: a global perspective

This special issue brings together a variety of articles, each one enriching understanding about whether and how human resource management (HRM) influences organizational performance (however defined) against a backdrop of complex change. We present a preliminary framework that enables us to integrate the diverse themes explored in the special issue, proposing a mediating role for organizational change capacity (OCC). OCC represents a particular subset within the resource- based literature labeled as “dynamic capabilities.” Although not well researched, there is evidence that OCC is positively associated with firm performance and that this relationship is stronger given conditions of high uncertainty. Our framework reflects on external and internal parameters, which we suggest moderate the relationship between human resource management (HRM), OCC, and organizational performance. Our intention is to provide compelling insight for both practitioners and researchers, especially those whose remit extends beyond national boundaries, with reference to areas of the globe as disparate as Greece, Ireland, Pakistan, Switzerland, and the United Kingdom

Organizational Knowledge Creation to Enhance Adaptive Capacity: Exploratory Case Studies in Water Resource Management

This research focuses on how conservation authorities create organizational knowledge to enhance adaptive capacity to improve environmental policy. Organizational knowledge creation refers to the ability to create, disseminate and embody knowledge to improve products, services and systems (Nonaka and Takeuchi 1995). Organizational knowledge is required for building adaptive capacity, which is defined as the ability to anticipate, respond to and learn from disturbance and change. Highly adaptive organizations can anticipate, respond to and learn from disturbances to adjust management practices and overcome weaknesses in policy created by changing circumstances (Ascher 2001). As quasi-government agencies responsible for water management in Ontario, conservation authorities need to respond to change if they are to learn from past experiences and develop innovative water resource policy that adequately addresses increasingly complex social-ecological problems. A broad multidisciplinary literature review was conducted to develop a theoretical framework of conditions that potentially facilitate organizational knowledge creation and adaptive capacity. A case study analysis was conducted using five conservation authorities to acquire insight into the circumstances under which these conditions facilitate knowledge creation and adaptive capacity based on practical water resource management experience in three programs areas: flood damage reduction, low water response and source water protection. The case studies include Credit Valley Conservation, Grand River Conservation Authority, Maitland Valley Conservation Authority, Nottawasaga Valley Conservation Authority and Toronto Region Conservation Authorities and were chosen because they reflect a cross section of institutional attributes in terms of budget, staff, rate of growth and population. A qualitative, exploratory research methodology was employed to undertake analysis of empirical evidence from 64 semi-structured interviews with water resource practitioners. Analysis of interview transcripts was conducted with QSR NVivo, a computer-assisted qualitative data analysis software, to provide insight into the role facilitating conditions played in water resource management. Findings from the analysis suggest there are twelve facilitating conditions for creating organizational knowledge to enhance adaptive capacity in conservation authorities. A conceptual model illustrates the relative importance of the facilitating conditions to conservation authorities and highlights three core conditions: values of trust and respect, social capital and accountability. The other nine conditions include leadership, surveillance of the environment, social memory, autonomy, motivation, conditions for social interaction, dialogue, shared vision and adaptive mental models. The conceptual model identifies and operationalizes theoretical facilitating conditions in water resource management. The model has a strong theoretical underpinning developed through a consolidation of insights from various fields of study including social-ecological systems, knowledge management, organizational learning and collaborative planning. The model’s structure is derived from the observations and experiences of practitioners in managing water resources and can in turn, provide practitioners with an opportunity to recognize how their daily activities and decisions can influence organizational knowledge creation processes and adaptive capacity. From a planning perspective, this research highlights the importance of creating organizational knowledge and building adaptive capacity in planning institutions to improve their ability to develop informed and adaptive public policy

Determinants of environmental management in the red sea hotels: Personal and organizational values and contextual variables

What motivates firms to adopt environmental management practices is one of the most significant aspects in the contemporary academic debate in which the review of the existing literature yields, with an obvious contextual bias toward developed world, contested theories and inconclusive findings. Providing a unique model that brings together the individual and organizational levels of analysis on firms' adoption of environmental management practices, this study aims to provide a new insight from the context of developing world. Data from 158 Red Sea hotels reveal two identifiable dimensions of environmental management-planning and organization, and operations-that can be explained as originating from different values. Whereas organizational altruism is a powerful predictor of both dimensions, managers' personal values and organizational competitive orientation are only relevant to environmental operations. The evidence also indicates that contextual variables such as chain affiliation, hotel star rating, and size are important to explain hotels' environmental management behaviors. © 2012 ICHRIE

The HRM Cockpit: an instrument for developing and evaluating sustainable HRM in an organization

These days, a new approach is emerging in the field of Human Resource Management (HRM). Where strategic HRM has been the main approach for the last decades, nowadays more and more scholars are connecting sustainability to HRM (Ehnert, 2009, 2014, Kramar, 2014). There are many different conceptualizations for sustainable HRM, but most scholars agree on defining it as an extension of strategic HRM (Ehnert, 2009; Kramar, 2014). Thereby they agree that sustainable HRM has a broader focus on the organization’s performances than only accounting for the financial success of the organization. In fact sustainable HRM incorporates the triple bottom line, namely people, planet and profit (Elkington, 1997) and tries to balance these three different aspects. Even though literature (Ehnert, 2009, De Prins et al., 2014) provides different models about sustainable HRM, we face a lack of practical tools to explore and exploit sustainable HRM in an organization. To develop a practical tool for monitoring sustainable HRM in an organization, an extended literature review was conducted, complemented with qualitative data (i.e. explorative interviews with practitioners, trade unions and a test panel) to define the field of sustainable HRM. The development of the tool started with a literature review in several different domains such as strategic HRM, sustainable HRM, HR scorecards and strategy mapping. The tool is based upon the idea of scorecards and measuring progress in realizing an HRM strategy. Deriving from the literature review, two concepts were used as basic principles during the development of the tool. First, the idea of the HR value chain where an input, throughput and output model is presented as a strategic approach to sustainable HRM (den Hartog, Boselie & Paauwe 2004; Vanderstraeten, 2014). Secondly, to increase the applicability of the model, strategic mapping, starting with Kaplan & Norton (2004) and further developed in the field of HRM by Becker (2001) and Huselid (2005), is used as a guideline for implementing sustainable HRM. After the literature review, a first draft of the tool was developed. We used the Delphi methodology to gain consensus among practitioners about the components and definitions that were used in the first draft of the tool (Linstone & Turoff, 1975). HR managers of twelve organizations participated in this part of the development. This resulted in a tool with 12 different components. The resulting tool can be used to guide social profit and public organizations in the development of a sustainable HRM or to support the evaluation of their current sustainable HRM. For each of the different components (12) in the tool, validated questionnaires and measures are available so that organizations can collect data and measure their progress towards a sustainable HRM. Six experts in HRM were consulted to allocate the measures to the components. To further test the practical usefulness and correctness of the tool seven organizations were willing to test it more in detail and even started implementing it. Because of the importance of sustainability in organizations and the support that a sustainable HRM can provide in transitioning towards such an organization it is important to encourage more organizations towards sustainable HR. The developed tool provides organizations can guide them towards sustainable HRM. In addition more organizations can make the shift towards a sustainable organization based on a scientifically validated and evidence based HRM practice. Future research should reexamine the implementations that were made, their effectiveness and extend the implementation of the tool to different organizations

The determinants of hotels' marketing managers' green marketing behaviour

Little is known about the factors underlying the pro-environmental behaviour of marketing managers. This paper explores the determinants of green marketing practices in the Red Sea hotel sector in Egypt. The research model assesses green marketing practices against the personal and organisational values of the marketing managers, together with a range of organisational and demographic variables expected to influence hotels' environmental behaviour. From a valid sample of 89 marketing managers responsible for 194 hotels, it was found that organisational contextual variables, and in particular targeting Western tourists, being affiliated to an international hotel chain and the marketers' own demographics, including age, academic subject studied and gender, were the best predictors of more proactive green marketing. Personal environmental values did not explain the pro-environmental behaviour of marketers, and the organisational environmental values that had explained part of their ethical behaviour had resulted from voluntarism rather than utilitarian or conformance-based values. Government policies also appeared to be ineffective determinants. The implications for green marketing practices are also discussed. © 2010 Taylor & Francis

Strengthening Out-of-School Time Nonprofits: The Role of Foundations in Building Organizational Capacity

Placing nonprofits in the larger context of city, state, and national policy, explores the capacity-building support nonprofits running afterschool and summer programs need to provide high-impact networks of learning and developmental opportunities

Governance for sustainability: learning from VSM practice

Purpose – While there is some agreement on the usefulness of systems and complexity approaches to tackle the sustainability challenges facing the organisations and governments in the twenty-first century, less is clear regarding the way such approaches can inspire new ways of governance for sustainability. The purpose of this paper is to progress ongoing research using the Viable System Model (VSM) as a meta-language to facilitate long-term sustainability in business, communities and societies, using the “Methodology to support self-transformation”, by focusing on ways of learning about governance for sustainability. Design/methodology/approach – It summarises core self-governance challenges for long-term sustainability, and the organisational capabilities required to face them, at the “Framework for Assessing Sustainable Governance”. This tool is then used to analyse capabilities for governance for sustainability at three real situations where the mentioned Methodology inspired bottom up processes of self-organisation. It analyses the transformations decided from each organisation, in terms of capabilities for sustainable governance, using the suggested Framework. Findings – Core technical lessons learned from using the framework are discussed, include the usefulness of using a unified language and tool when studying governance for sustainability in differing types and scales of case study organisations. Research limitations/implications – As with other exploratory research, it reckons the convenience for further development and testing of the proposed tools to improve their reliability and robustness. Practical implications – A final conclusion suggests that the suggested tools offer a useful heuristic path to learn about governance for sustainability, from a VSM perspective; the learning from each organisational self-transformation regarding governance for sustainability is insightful for policy and strategy design and evaluation; in particular the possibility of comparing situations from different scales and types of organisations. Originality/value – There is very little coherence in the governance literature and the field of governance for sustainability is an emerging field. This piece of exploratory research is valuable as it presents an effective tool to learn about governance for sustainability, based in the “Methodology for Self-Transformation”; and offers reflexions on applications of the methodology and the tool, that contribute to clarify the meaning of governance for sustainability in practice, in organisations from different scales and types

Evidence-based Decision-making in Canada’s Protected Areas Organizations: Implications for Management Effectiveness

Aichi Biodiversity Target 19 calls on Parties to the United Nations Convention on Biological Diversity (CBD) to improve, share, transfer, and apply knowledge. In this study, we provide an initial assessment of the state of evidence-based decision-making in Canada’s protected areas organizations by examining (1) the value and use of various forms of evidence by managers and (2) the extent to which institutional conditions enable or inhibit the use of evidence in decision-making. Results revealed that although managers value and use many forms of evidence in their decision-making, information produced by staff and their organizations are given priority. Other forms of evidence, such as Indigenous knowledge and peer-reviewed information, are valued and used less. The most significant barriers to evidence-based decision-making were limited financial resources, lack of staff, inadequate timeframes for decision-making, a lack of monitoring programs, and a disconnect between researchers and decision-makers. Overall, our results suggest that the potential benefits of evidence-based approaches are not being maximized in Canada’s protected areas organizations. We propose several recommendations to introduce or improve the use of diverse forms of evidence to enhance management effectiveness of Canada’s protected areas and by extension conservation outcomes