Siinviidatu ei kuulu eksplitsiitselt ühegi siinse kodulehe fookusvaldkonda olles siiski kõigi implitsiitne osa. Tekst võiks huvi pakkuda kõikidele inimestele ja selle ideede avalikustamine oleks kasulik igas ühiskonnas.

Kontekstiks:

The decision of the editorial team of Charlie Hebdo magazine to republish in September 2020, the cartoons of Muhammad whose initial publication in 2015 had caused much controversy and had triggered a violent attack on its office leading to death of 12 of its employees, made France once again a focal point of this contentious debate.

Autor seab fookust:

This article attempts to unpack why European Muslims feel anxious about European leaders’ staunch defence of the right to produce and publish Muhammad’s cartoons, knowing full well how much hurt they cause to their Muslim citizens. […] The article frames this analysis within debates in liberal theory on the potential to cause harm as being one reason for restricting freedom of speech.

(Vildakad) eeldused:

The European governments’ defence of Muhammad’s cartoons is based on the premise that the right to free speech entails that religion is not above ridicule.

Muhammad ei ole jumala poeg, vaid inimene:

In making this comparison, there is an assumption that religious figures or symbols have the same status across different religious traditions. In order to understand why for Muslim’s any expression of disrespect to Muhammad is particularly sensitive, it is important to understand that Muhammad is central to Islam in a way prophets in other religious traditions are not. Unlike Jesus, he is not a son of God but a human and thus he is fallible, but he is so perfect in his devotion to God, and in following his commands, that in the eyes of God, he is the perfect human, who all humankind should follow.

Islam ja vägivald:

Overall, Islam places emphasis on winning the battle by causing minimum harm to the enemy. The Quran itself instructs Muslims to exercise restrain when fighting in the way of Allah in verses such as: ‘surely Allah (God) does not love those who exceed the limits’, (2:190).

Konflikti juured:

Further, by endorsing Macron’s defence of the publication of these cartoons, when he was critiqued by Muslim leaders, European leaders showed to their European Muslims citizens that this unwillingness to hear the Muslim perspective on this subject is shared across European states.

John Stuart Mill:

John Stuart Mill, who built the most formidable intellectual defence of free speech, also did acknowledge the need to restrain free speech if it causes harm.

… ja lumepall veereb:

Given that European Muslims are already under pressure due to growing Islamophobia and anti-immigrant sentiments in Europe, is it fair for the European states not to check actions of the majority, which are creating increased hostility and intolerance of an already vulnerable minority population.

Bano, M. (2022). Caricaturing the prophet: Pushing the right to free speech too far? Philosophy & Social Criticism. https://doi.org/10.1177/01914537221089986

Kliimamuutus on fakt niisamuti kui sellega tegelemise näilisus. OK, see väide on ehk liiga tugev, sest viitab justkui must-valgele võimalusele. Kliimamuutusega tegeletakse küll nii globaalsel kui individuaalsel tasandil, kuid minuni jõudvad igapäevapraktikad ei jäta suurt ruumi kahtlusteks, et mitmetes organisatsioonides ja paljudele inimestele on tegemist ikka pigem võõra ja kauge murega, millega ei ole kiiret. Piisab, kui veidi vaadata mõne kaasaegse ja uuendusmeelsena reklaamiva ettevõtte igapäevapraktikaid, ja loorid langevad. Sestap siinviidatud vabalevis olev tekst oma koha leidiski.

Kontekstiks:

Climate change is a formidable societal challenge that requires urgent attention (Chandy et al., 2019; Voegtlin, Scherer, Stahl, Hawn, & Siegel, 2018; Wittneben, Okereke, Banerjee, & Levy, 2012).

Kõik on osalised:

Hence, i dividuals, governments, civil societies, and organizations must prevent further climate change and even reverse its course or face disastrous consequences.

Fookus organisatsioonidele:

In other words, organizational solutions to climate change must undergird corporate strategies to succeed. Moreover, since strategy (i) is the preserve of those in formal positions (De Certeau, 1998), (ii) is about competitive advantages (Porter, 1996), and (iii) involves planning and cooperation with other stakeholders (Freedman, 2013), strategic solutions to climate change must become an embedded concern of corporate leadership, in the quest for competitive advantage(s), and for developing stakeholder partnerships.

Sotsiaalne dilemma:

A social dilemma is a phenomenon “in which the members of a social group face choices in which selfish, individualistic, or uncooperative decisions, though seeming more rational by virtue of short-term benefits to separate players, produce undesirable long-term consequences for the group as a whole” (Shultz & Holbrook, 1999, p. 218).

Pugeda ei ole kusagile:

However, as Hardin (1968) pointed out in his seminal article on “The Tragedy of the Commons,” selfish and individualistic exploitation of common resources for short-term benefits is the most pressing social dilemma in this world. Hardin (1968) identified two key characteristics of common resources: (1) owned and consumed by a large number of people and (2) are available to all to utilize, even non-purchasers (Peck, Kirk, Luangrath, & Shu, 2020).

Autorid lubavad:

Therefore, to advance our understanding of the climate change social dilemma and generate actionable strategies for its resolution, this paper systematically reviews, synthesizes, and integrates the existing body of knowledge on theory and practice concerning social dilemmas.

Kliimamuutused kui sotsiaalne dilemma organisatsioonidele:

Therefore, drawing from Rashidi-Sabet and Madhavaram (2021), we conceptualize the climate change social dilemma for firms – as the behavioral predicament of firms whether to act in favor of short-term positive profit gains ignoring the long-term negative impacts of climate change on society or to intrinsically value the societal interest of preventing climate change and environmental damage through their business strategies and actions.

Viide korporatiivse strateegia määratlemisele:

Therefore, climate change solutions must become the central thrust of corporate strategy, even if it negatively impacts their short-term or long-term profitability.

Lugemishuvi suurendamiseks:

First, we conceptualize the climate change social dilemma effect as the behavioral tendency of organizations to favor short-term positive consequences overlooking long-term negative impacts of climate change for society and provide an integrative taxonomy of solutions for the climate change social dilemma from a strategy perspective by grouping the solutions into four major categories of communication, regulation, group-structuring, and firm reorientation solutions.

Rashidi-Sabet, S., Madhavaram, S., & Parvatiyar, A. (2022). Strategic solutions for the climate change social dilemma: An integrative taxonomy, a systematic review, and research agendaJournal of Business Research146, 619-635.

Midagi ei ole teha, endiselt on tunne, et koostöösoov või -oskused erinevate valitsemistasandite ning sektorite vahel on kantud millestki, millel ei pruugi olla suurt seost kestliku arenguga (vt nt Heiti Hääle dilemmat siit või intervjuud Noam Chomskyga siit). On arusaadav, et sotsiaalsetes süsteemides on pinged, kuid on raske mõista, miks nendega tegelemiseks eelistatakse sageli nullsummamängu.

Nii siinviidatud vabalevis olev lugu oma koha leidiski.

Kontekstiks:

Because the modern world is already faced with the need for a global common responsibility for development following the needs of humanity and nature, the moral reasons of today’s generation must be strong in terms of adequate chances for future generations’ development and survival.

Kestliku arengu kontseptsioon siinses tekstis:

The concept of sustainable development implies balanced economic, social and cultural development without environmental threats. This will also enable the development of future generations at the same or higher level. The essence of the concept of sustainable development is the correlation between economic and environmental development, respecting the legality of ecological systems.

Teadmistepõhine ühiskond:

In the human society where the economy is based on knowledge and comparative advantage, the key production factor becomes the whole set, or complex of intangible factors. Information, knowledge, skills, and culture are factors that are gaining economic impact and increasing market value.

Mõned sageli erinevatel tasanditel-valdkondades alahinnatud väljakutsed:

Humanity is entering the third millennium with major environmental problems at the global level, such as (http://www.endemit.org.rs): damage of biosphere and its ecosystems; demographic explosion – 10 billion expected by 2040; global climate change; exhaustion of natural resources; waste in unmanageable quantities, and damage to human health, etc.

Teadlikkus:

Corporate Social Responsibility (CSR) is, in essence, an awareness of the new position and importance that companies have in the contemporary, global society, and is reflected in the responsibility that arises from that awareness.

Riigitasandi fookused:

For the CSR practice to be more prevalent at the state level, the following steps need to be taken: Reduce taxes; lower interest rates with banks and other financial institutions; get support from governmental and nongovernmental institutions; reform legal regulations in the field of environmental protection, labor, etc., and enable information sharing with other stakeholders.

Ilic, B. S., & Djukic, G. P. (2022). Creating and Designing Sustainable Management on the Global LevelJournal of economic and social development9(1), 45-52.

Suured ja põhimõttelised muutused ühiskonnas võivad toimuda ka iseeneslikult ja juhuslikult, kuid olukordades, kus on olemas suur hulk teadmisi võimalikest negatiivsetest arengutest ning neid mõjutavatest karakteristikutest, oleks muutumiseks juhusliku tee valimine mitte lihtsalt rumal, vaid ka vastutustundetu. Sestap siinviidatu juhtimisvaldkonna ajakirjast oma koha leidiski.

Kontekstiks:

Collective action has historically been a motor of social transformation; social identity is the core predictor of collective climate action across studies (Bamberg et al., 2015). When confronting complex climate change challenge, in which the stakes are high and solutions can be blocked by collective action problems, leadership is essential (Parker et al., 2015).

Uurimisprobleem:

without empirical practice in the competence measurement, how can education provide further effective intervention to improve it?

Piiritlemine:

Following Day (2000), this study constructs LCCC with intrapersonal (self-awareness, self-regulation, and self-motivation) and interpersonal domains (social awareness and social skills), in settings of climate change education. Meanwhile, from the educational perspective, we refer to UNESCO’s Five Pillars of Education for Sustainable Development (ESD), namely, “learning to know,” “learning to be,” “learning to live together,” “learning to do,” and “learning to transform oneself and society”, which is also known as five ESD competences clusters, considered to be fundamental in providing quality education and fostering sustainable human development (UNESCO, 1996, 2012).

Lugemishuvi suurendamiseks:

Therefore, it is worth giving more consideration to gender differences in climate leadership competence development. For instance, planning more target-oriented teaching strategy, and helping girls enhance a sense of leadership competence in the climate actions and educational activities, may have a contribution to fostering more LCCC of the young generation.

Kõik ei pruugi olla äri …

The existing frameworks for leadership are more adapted to business occasions, while for young people more concise framework of leadership may be effective to encourage their willingness to act something relating to sustainability.

Wu, J., & Otsuka, Y. (2022). Adaptation of leadership competence to climate change education: Conceptual foundations, validation, and applications of a new measure. Leadership, 18(2), 247–265. https://doi.org/10.1177/17427150211029820

Siinviidatu leidis oma koha peamiselt kahel põhjusel: (1) tekst on kasulik kõikidele organisatsioonist, inimeste juhtimisest ja kestlikust arengust huvitatutele ning (2) tudengitele-uurijatele kirjandusülevaate koostamiseks ideede ammutamiseks.

Kontekstiks:

Since the seminal works of Beer et al. (1984) and Fombrun et al. (1984), many studies have been taken that are concerned with the effect of human resource management (HRM) or strategic human resource management (SHRM) on economic benefits, productivity and efficiency (e.g. Wright and MacMahan, 1992; Huselid, 1995; Jiang et al., 2012; Jackson et al., 2014; Boxall et al., 2016). As a result, the field of HRM has established itself as one of the essential pillars of strategic management, and today, academia and industry unanimously agree about HR’s role as a strategic business partner (Bahuguna et al., 2009).

Rohelise mõtteviisiks ja arenguteks organisatsioonides tuleb mõelda ning tegutseda süsteemselt:

They need to include social and environmental objectives in their economic goals, position themselves as change agents (Aguilera et al., 2007) and participate in sustainable development (a development that seeks balance between needs of the present generation as well as the future generations, World Commission on Environment and Development. Report, 1987) agenda of the governments.

Tulemuste kolmikmõõde:

Business sustainability means adopting a triple bottom line perspective that focuses on an organization’s environmental, social and economic performance to keep business going (CIPD, 2012; Colbert and Kurucz, 2007; Elkington, 1998; Tiwari, 2015). In the words of Wales (2013), “Sustainable growth encompasses a business model that creates value consistent with the long term preservation and enhancement of financial, environmental and social capital.”

Lugemishuvi suurendamiseks:

Furthermore, the review contributes to the GHRM literature by identifying the keywords (GHRM, sustainability, environmental management, performance) that constitute the core area of GHRM research and provide new and likely directions for future research. […] The paper helps HR professionals, line managers and top management make informed decisions regarding designing an HR architecture that enhances people’s abilities, motivates them and creates a supportive culture that enables them to exhibit strategy appropriate desired behaviour.

Bahuguna, P. C., Srivastava, R., & Tiwari, S. (2022). Two-decade journey of green human resource management research: a bibliometric analysis. Benchmarking: An International Journal.

Organisatsioonide püüdlused toime tulla nii sotsiaalse keskkonna kui valitsetuse küsimustega kestliku arengu põhimõtteid arvestades, on mitmetel juhtudel märkimisväärsed. Uuringuid erinevate üksikute aspektide asjakohasusest võib leida hulgaliselt. Siinviidatu on vabalevis olev tekst, mis leidis oma koha põhjusel, et haarab mitmeid faktoreid korraga ning näitab seoseid, kuigi ei seleta neid (see ei ole ka ambitsioon).

Tekst võiks huvi pakkuda ilmselt kõikidele inimestele, sest näitab üksikisiku rolli olulisust, kuid eeskätt organisatsioonist ja juhtimisest huvitatutele aga ka tudengitele vähemalt uurimismetoodika aspektidest.

Kontekstiks:

Since the United Nations World Commission on Environment and Development (WCED) highlighted the importance of sustainability over three decades ago—defined as meeting the needs of the present generation without compromising the ability of future generations to meet their needs WCED, 1987, p. 43)—many organizations have incorporated sustainability considerations into their operations. Notably, executives, investors, analysts, and other corporate stakeholders have converged on a set of environmental, social, and governance (ESG) indicators upon which to compare the performance of corporations (Eccles et al., 2020; Esty & Cort, 2020; Gartenberg & Serafeim, 2019).

Uurimisküsimus:

what factors explain variation in ESG performance between firms?

Välja tutvustamine:

Nevertheless, numerous organizations and formal structures have emerged that strive to establish guidelines for achieving corporate sustainability, such as the Global Reporting Initiative (GRI), Sustainability Accounting Standards Board (SASB), and Carbon Disclosure Project (CDP). One particularly important avenue has been the advent and diffusion of ESG.

Oluline metoodikat puudutav sedastus:

To be incorporated into a quantitative measure of performance, ESG indicators must first be deemed salient by the rating agency and their constituents because, like sustainability more generally, ESG is a socially constructed phenomenon (Eccles et al., 2020).

… järg metoodilistele valikutele ja tulemuste selgitamisele:

Our results likewise indicate that not only do different indicators measure fundamentally distinct practices, but there are important differences between the factors that explain variation in performance and by extension variation on disparate elements of sustainability. Some ESG rating agencies are moving to increasingly large sets of indicators to determine performance, including artificial intelligence and big data approaches (Cort & Esty, 2020).

Lugemishuvi suurendamiseks – autorid väidavad järgmist, kuid kes-mis on peamised mõjutajad?

For example, we found that the state effect was negligible.

Crace, L., & Gehman, J. (2022). What Really Explains ESG Performance? Disentangling the Asymmetrical Drivers of the Triple Bottom Line. Organization & Environment. https://doi.org/10.1177/10860266221079408

Siinviidatu leidis oma koha peamiselt põhjustel, et kajastab suures osas neid küsimusi, millega organisatsioonides tuleb kokku puutuda kestliku arengu seisukohast. Minuni jõudvad igapäevapraktikad on sageli kakofoonilised: postkasti potsatavad üksteisele järgnevad kirjad, kus ühes teatatakse, milliseid edusamme tehakse kestliku arengu seisukohast (nt prügi sorteerimiseks mõeldud prügikastid) ja teises soovitab teine heatahtlik ametnik taimse järjekindlusega – ülemuste heakskiidul! – midagi välja printida ja siis saabub kiri infoga visiitkaartide trükkimisest … jne Siinviidatu on vabalevis olev tekst, mis võiks huvi pakkuda kõikidele neile, kes soovivad (1) ise kestliku arengu heaks midagi teha ja/või (2) organisatsioonisisest keskkonda (sh nt personalistrateegiad (mis see on?! 😂)) kujundada.

Kontekstiks:

A heightened awareness of the need for ecological responsibility has pressured organisations to address various environmental issues. In turn, the field of human resource management (HRM) has expanded its role to establish a green workforce in pursuing environmentally sustainable business practices (Jabbour and Renwick, 2020; Jackson et al., 2011; Moktadir et al., 2020; Wehrmeyer, 2017).

Empiiriline teadmine (juba üsna vana):

In fact, a study on the top 500 green companies listed in Newsweek found that organisational greening efforts predominantly relied on VEGB (Dangelico, 2014), with specific practices including the prioritisation of environmental interests, lobbying, encouraging others, and initiating environmental programs (Norton et al., 2015).

Neile, keda kestlik areng ei huvita, kuid organisatsiooni eesmärgid mingis ulatuses siiski:

A recent review on green HRM reported that greening the workforce ‘may help to produce generally desirable outcomes beyond those with ecological benefits’, and that this should be explored to better visualise environmental sustainability (Ren, Tang and Jackson, 2018, p. 789). H

Autorid seavad eesmärgi:

The purpose of this research is therefore to investigate the association between VEGB and employee affective commitment through a progressive research model (Figure 1).

Lugemishuvi suurendamiseks:

Our findings suggest the importance of organisational interventions aimed at increasing discretionary employee efforts to act proenvironmentally. Conventional environmental management wisdom can be costly for organisations (e.g. training investments, performance incentives, infrastructure updates) (Stefan and Paul, 2008).

Ren, S., Tang, G., & Zhang, S. (2022). Small Actions Can Make a Big Difference: Voluntary Employee Green Behaviour at Work and Affective Commitment to the OrganizationBritish Journal of Management.

Kuulsuste rolli olulisuses avaliku arvamuse kujundamisel ei ole põhjust kahelda. Aga kuidas sellest mõelda nii, et sellest organisatsioonidele võiks kasu tõusta, sellest väga palju lugeda ei ole võimalik. Sestap siinviidatu oma koha leidiski. Lisaks on näide seotud veel ühe siinse lehe peateemaga: kestliku arenguga.

Artikkel on vabalevis ja pikki kommentaare ei vaja.

Kontekstiks:

Celebrities are a central tool in the promotion of companies, brands and causes (Richey and Ponte, 2011; Turner, 2013). Celebrities are often defined by the degree of media attention they receive which enables these individuals an elevated voice in public debate and, thus, an ability to shape public opinion (Abidin et al., 2020).

Juhtimise valdkond ja kuuldused:

Within the field of management and organization studies, the emphasis on celebrity has focused primarily on firms (Kjærgaard et al., 2011; Rindova et al., 2006) and CEOs (Adamson and Kelan, 2019; Guthey and Jackson, 2005).

Näiteks kliimamuutuste küsimus ja kuulsused:

While celebrity involvement in politics is not new, there is a growing diversity of celebrities within the public debate over climate change – including actors, musicians, entertainers, politicians, businesspeople, and religious leaders (Abidin et al., 2020; Anderson, 2011).

Teoreetiline perspektiiv:

A particularly fruitful avenue in exploring the role of celebrities in public disputes is Boltanski and Thévenot’s (2006) pragmatic sociology. […] Moreover, the framework highlights ‘fame’ as a defensible worth that people refer to in their everyday life.

Uurimisküsimus:

What are the different roles of celebrities in public disputes and how are their claims evaluated?

Kuulsustest aktivistide tüpoloogia:

Considering the background of the celebrity suggests that there are, at least, two different types of celebrity activists within the environmental movement: i) those that are already recognized in popular culture and employ their fame to promote environmental issues, and ii) those with a background in the natural environment that engage with popular culture to advance the cause (see also Street, 2004).

Vihjed lugemishuvi suurendamiseks:

Our analysis shows that in the public dispute over the GBR, celebrities had three overlapping but distinguishable roles in relation to reality and existential tests. First, as popularizers, celebrities added their popularity and public recognition as a worth to the environmental cause. […] Second, celebrities acted as authorities in testing reality against the worth of a world in which they were qualified subjects. […] The third role of celebrities in our case – visionaries – gained audiences in expressing the injustices of the situation.

… ja organisatsioonidele:

Our research suggests that while celebrity endorsement can be a powerful medium in popularizing organizational initiatives, of far greater likely impact are celebrities which can either utilize a source of domain expertise as authorities from relevant worlds, or else express genuine, personal experiences as a form of more fundamental existential critique.

Wright, C., & Nyberg, D. (2022) The roles of celebrities in public disputes: Climate change and the Great Barrier Reef. Journal of Management Studies.

Kestliku arengu küsimuste eiramine on igapäevapraktikates endiselt üsna tavaline. Mõnede valitsejate ja organisatsioonide juhtide-eestvedajate retoorika ning praktikad on siiski muutumises. Siinviidatud vabalevis olev tekst haarab nii hariduse, organisatsiooni kui kestliku arengu küsimused ning selliselt on siinse lehe nö orgaaniline osa. Vabalevis saadavuse tõttu tekst pikki kommentaare ei vaja.

Kontekstiks:

In December 2019, the European Commission President outlined the Green Deal that has gone to the centre of the EU growth strategy with investment in green innovation reaching across all sectors. Green innovation, where technology innovations are applied in environmental management practices and eco-friendly product designs, helps achieve sustainable development (Lisi et al., 2020; Zailani et al., 2015).

Roheinnovatsioonist:

Green innovation involves a complex process where organizations need to work collaboratively and across organizational boundaries with multiple stakeholders, such as engineering designers, researchers and practitioners, in order to gain access to external knowledge (Zhang et al., 2020).

Uurimisküsimus:

How does green process innovation, when co-directed, co-developed and co-deployed in a network, yield actionable knowledge?

Lähtekohad:

The starting point of this study is in a practice context illustrative of a real global environmental challenge. Three literature-based perspectives are relevant to exploring the research question: green process innovation, action learning for actionable knowledge and network action learning.

Vastus uurimisküsimusele:

In response, the cases provide evidence of the green process innovation process, technical-related outcomes and collaborative learning outcomes. They inform Figure 2, an update to the initial conceptual framework linking green process innovation and network action learning.

Vihje lugemishuvi suurendamiseks:

This study has identified how key stakeholders can co-generate new actionable knowledge to reduce environmental impact through a network action learning approach. We have demonstrated how the basis of interorganizational learning is grounded in learning from the experiences of collaborative design and prototyping, subjected to critical questioning and supported by (and generating) actionable knowledge.

Wu, S. H., Coughlan, P., Coghlan, D., McNabola, A., & Novara, D. (2022). Developing green process innovation through network action learning. Creativity and Innovation Management.

Siinviidatud vabalevis olevas tekstis on mitu, siinse lehe aspektist, olulist komponenti: kestlik areng, organisatsioon ja õppimine. Tekst võiks huvi pakkuda kõikidele kestlikust arengust, organisatsioonidest ja õppimisest huvitatutest.

Kontekstiks:

In 2019, while two thirds of the United Nations Global Compact signatories had confirmed their commitment to sustainability at the CEO level, only half claimed to have successfully implemented sustainability practices into their operations (United Nations Global Compact & Accenture Strategy, 2019).

Kestlik areng siinse teksti tähenduses:

Addressing demands for environmental sustainability (ES), which can be defined as “the situation in which vital environmental functions are safeguarded for future generations” (Hueting, 2010, p. 526), is increasingly necessary in order to compete in global markets.

Autorid fokuseerivad:

How organizations internalize demands for ES, by looking at factors that promote (hinder) a substantive internalization of ES among organizational actors who do the “real work” (Cook & Brown, 1999, p. 387). From a conceptual perspective, we direct our attention to the seminal work on organizational learning, the 4Is (intuiting, interpreting, integrating, and institutionalizing) framework, by Crossan et al. (1999) to guide our interview protocol and study the internalization of ES, thus avoiding decoupling. We then look at lifecycle management (LCM) as a proxy for the global and inclusive perspective of the ES concept (Buxel et al., 2015; Nilsson-Lindén et al., 2019).

Järgneva tsitaadi sisu võib “avatud looduses” leida suures koguses:

Several studies based on neo-institutional theory have shown that organizations may symbolically adopt environmental practices simply to satisfy institutional demands and receive external legitimacy while continuing to operate as usual (e.g., Boiral et al., 2017; Boxenbaum & Jonsson, 2008; Bromley & Powell, 2012; Greenwood et al., 2011; Kassinis & Panayiotou, 2018; Scherer & Palazzo, 2011; Testa et al., 2018a).

Vihje kokkuvõttest:

Furthermore, as shown in our results, the presence of enablers allows learning processes to unfold from one phase to the next, until LCM is embraced at the organizational level and among business partners.

Bianchi, G., Testa, F., Boiral, O., & Iraldo, F. (2022). Organizational Learning for Environmental Sustainability: Internalizing Lifecycle Management. Organization & Environment, 35(1), 103–129. https://doi.org/10.1177/1086026621998744