Index
2023; Emerald Publishing Limited; Linguagem: Inglês
10.1108/s1876-066x20230000037014
ISSN1876-066X
Tópico(s)Sustainable Supply Chain Management
ResumoCitation (2023), "Index", Ghauri, P.N., Elg, U. and Hånell, S.M. (Ed.) Creating a Sustainable Competitive Position: Ethical Challenges for International Firms (International Business and Management, Vol. 37), Emerald Publishing Limited, Bingley, pp. 251-261. https://doi.org/10.1108/S1876-066X20230000037014 Publisher: Emerald Publishing Limited Copyright © 2023 Pervez N. Ghauri, Ulf Elg and Sara Melén Hånell License This work is published under the Creative Commons Attribution (CC BY 4.0) licence. Anyone may reproduce, distribute, translate and create derivative works of these works (for both commercial and non-commercial purposes), subject to full attribution to the original publication and authors. The full terms of this licence may be seen at http://creativecommons.org/licences/by/4.0/legalcode. INDEX Action, Collaboration, Transformation (ACT), 81 Africa, 187, 201 Agenda 2030, 60, 76 Alignment, 22–23 Alliance for Beverage Cartons and the Environment (ACE), 143 Alpa (Swedish company), 85 American Marketing Association (AMA), 34 Apple, 77, 85 Audit-based governance strategy, 202 Authentic approach, 97 Aware™, 47 B2B Textiles circular economy and textile recirculation from technical perspective, 41–43 ethical challenges in marketing textiles, 38–39 ethical challenges related to current production and consumption patterns, 37 managerial implications, 51–53 managing circular economy value chain, 43–46 Schijvens’ response to ethical challenges in marketing corporate fashion, 46–50 Bangladesh, 102–103 H&M and water management in, 120–122 whole environment agenda really challenging in, 103–104 Biogas, 41 Biological nutrients, 40–41 Biomass, 200 Blending, 158 Bohinj ECo Hotel, 82–83 Bonsucro, 140 Bottom-level stakeholders, 99 Brand commitment, 223, 227 Brundtland Commission Report, 130 Business (es), 37, 69, 133 continuity concept, 211 finance, 146–147 governance, 144–145 networks, 142–144 ownership, 145–146 paradigms, 61 purpose, 141 redesigning business pillars, 141 sustainability, 155 Buyer–seller relationships in global markets, 155 Carbon neutrality, 181 Carbon Trust certification, 143 Carbon Trust-certified carbon neutral Tetra Rex line of packaging, 140 Case study, 99, 105 approach, 136 of competing institutional logics, 158 of international firms, 159 Certificate of Authenticity, 48, 51 Chemicals, 207 recycling, 42 Children Safe Zones, 22 Chinese suppliers, 168 Circular business models, 182 Circular economy (CE), 6, 35, 39, 179, 199, 201 business model, 181, 192 managing circular economy value chain, 43–46 practices, 183–185 principles, 34–35, 37, 43, 48, 53, 180 system, 183 from technical perspective, 41–43 Circular supply chains, 44 Circular value chain, 44 Clean energy, 69 Climate change, 119 Climate strategy, 104 Closed-loop production process, 51 Closed-loop supply chains (CLSC), 202, 204 Coca Cola, 123 Collaborative dynamics, 202 Collaborative relationships, 210 Company strategies, 29 Competing institutional logics in global markets towards sustainability, case study of, 159–161 Competing logics, 155, 163, 167 Competitive advantage, 60, 79, 238–239 de-growth lead to, 83–85 Competitive position, 2 international firms driving sustainable and ethical business practices, 2–3 structural and cultural variations between markets, 3 Consumers, 154 Convenience sampling method, 226 Conventional supply chains, 51 Conventional textile industry, 38 Cooperative advantage, de-growth strategies for, 84–85 Cooperative stakeholder networks, 45 Corporate crisis team (CCT), 211 Corporate Environment Director, 210 Corporate fashion, Schijvens response to ethical challenges in marketing, 46–50 Corporate social responsibility (CSR), 78, 94 Corporate strategy, 2, 13 Corporate Sustainable Reporting Directive (CSRD), 240, 242, 245 Corporate To Do List, 133, 135, 138–139 COVID-19 pandemic, 29, 206 Credibility, 18–19 Dairy processing, 140 Decision process, 192 Decision-making process, 145, 203 Declaration on Fundamental Principles and Rights at Work (1998), 199 Deep decarbonization of economy, 239 De–growth de-growth-adapted product design, 84 de-growth-oriented standard setting, 85 lead to competitive advantage, 83 strategies for competitive and cooperative advantage, 84–85 Design for X, 182 Design process, 40 Dishwasher, 24 Do-it-yourself (DIY), 160 Doing Mission Zero, 139, 141 Doughnut economics, 130, 133–135 Doughnut Economics Action Lab (DEAL), 133 Dunkin, 65 E-commerce context, relationships in, 222 Eco-design approach, 210 Education, 50 Electronics industry, 200 Embedded sustainability, 82–83 Emerging markets, 60 context, 94 settings, 95 Empirical data, 14 Empirical material, 161 Energy-consuming process, 42 Environment, health and safety (EHS), 209 Environmental, social and governance (ESG), 4, 29 Environmental sustainability, 22, 78 Environmental-related issues, 201 Ericsson (company), 23 Ericsson case, The, 26 Ethical behavior, 2, 7 importance of international firms for achieving sustainability goals, 3–7 sustainability and competitive position, 2–3 Ethical business practices, international firms driving sustainable and, 2–3 Ethical challenges in marketing textiles, 38–39 Ethical challenges related to current production and consumption patterns, 37 Ethical leadership, 112, 115 challenge of water management in readymade garment production, 119–120 conceptual framework, 116–117 data collection and analysis, 118–119 ethics and sustainable development in MNEs, 113–115 findings, 119 H&M and Water Management in Bangladesh, 120–122 H&M as water steward, 122–123 method, 117 theoretical background, 113 Ethics in MNEs, 113–115 EU Green Deal, The, 181, 239 EU with the Emissions Trading System (EU ETS), 238 European Green Deal, The, 238 European organizations, 76 European Semiconductor Industry Association (ESIA), 210 European Union (EU) CE Action Plan, 181 challenges for, 241–242 CSRD and Taxonomy, 240–241 mapping and reporting of sustainability risk among listed firms and investors in Sweden, 243 survey design, 243 survey results, 243–246 Sustainable Finance Platform, 238–239 Taxonomy on Sustainable Development, 240 Extended value chain, sustainability of, 208–211 External organizations, 142 Fair Wage project, 81 Fair Wear Foundation, 48 Fairphone, 85 Fashion industry, 186 Fashion retailer, 160 Fast-fashion companies, 101 Finance, 146–147 Financial firms, 243 Financial investors, 154 Firms, 181, 247 infrastructure, 45 sustainability strategy, 243 Flygskam, 85 Focus group analysis, 229 Food waste, 61, 64 crisis, 64–65 Foreign direct investment (FDI), 198 Forest Stewardship Council (FSC), 18 Forest Stewardship Council-certified carton (FSC-certified carton), 140 Fossil fuels, 200 Fridays for Future, 76 Frugal production techniques, 192–193 Gama (Turkish textile company), 48 Gases, 207 Global consumers, 220–221 sustainable orientation, 221 Global corporations, 60, 63, 67–69 food waste crisis, 64–65 global waste crisis, 62–64 innovations to tackle waste crisis, 67–70 plastic waste crisis, 65–67 Global fashion company, 105, 108 Global fashion retailer aiming to become climate positive, 101–102 Global institutional logic, 167 Global markets, 167 case study of competing institutional logics in global markets towards sustainability, 159–161 competing logics for sustainability in, 156–157 contesting global market practices towards sustainability with institutional logics navigation, 164–167 navigating competing institutional logics in global markets towards sustainability, 161–167 supporting global market practices towards sustainability with institutional logics navigation, 161–164 sustainability values in, 155–156 Global multinationals, 76 Global municipal solid waste, 63 Global Partnership for Sustainable Development, 202 Global Reporting Initiative’s sustainability reporting guidelines, 239 Global stakeholders, need to engage, 104–105 Global sustainability, 15, 167 approach, 15, 17 building attractive cases, 21–22 contributions, 3–6, 26–29 creating alignment, 22–23 developing internal support, 15 establishing legitimate sustainability network position, 18–21 establishing long-term salient structures, 24 establishing sustainable practices, 16–18 monitoring and safeguarding sustainability achievements, 25 presenting incentives and gains lead to action, 21 relevance for organization, 15–16 relevance for SDGs, 29–30 research method, 13–15 resistance and inertia, 23–24 structures and processes for further development, 25 Global textile industry, 34, 38 Global value chains (GVCs), 4, 198–199, 200–204 Global waste crisis, 62–64 Governance, 144–145, 147 Governments, 2 Grassroots movements, 76 Green Deal, The, 239 Green-washing, 240 Greenhouse Gas Protocols, 139 Greenpeace, 18 Hennes & Mauritz (H&M), 3, 15, 19, 24, 76–77, 79–82, 112, 117, 119 in Bangladesh, 120–122 Conscious Actions Sustainability Report, 120 Group, 120–121 sustainable solutions, 81 as water steward, 122–123 Home improvement retailer, 160 IKEA, 13–14, 16–17, 19, 21, 77, 85, 137–139, 141–142, 144, 147 People and Planet Positive strategy report, 138 sustainability strategy, 139 urban farming initiative, 145 Incident Review Board, 25 Incremental reductionist approach, 53 IndustriALL, 81 Industry, 205 building resilience against uncertainty in semiconductor industry, 206 semiconductors and sustainability, 205–206 Inertia, 23–24 Influential theories, 222 Informal sectors, 63 INGKA group, 143 Ingka group, 146 Innovations, 44 process, 144, 247 waste capitalization through, 69–70 Institutional logics, 154, 156, 163 approach, 155 case study of competing institutional logics in global markets towards sustainability, 159–161 competing logics for sustainability in global markets, 156–157 contesting global market practices towards sustainability with institutional logics navigation, 164–167 dissonance, 157 literature review, 155 navigating competing institutional logics in global markets towards sustainability, 161 navigation techniques among competing institutional logics towards sustainability, 157–158 outcomes of navigation among competing institutional logics, 167–168 supporting global market practices towards sustainability with institutional logics navigation, 161–164 sustainability values in global markets, 155–156 theoretical perspective, 158 Institutions, 203 Intentional marketing design approach, 34 Inter IKEA group, 146 Interinstitutional system, 156 International business (IB), 2, 113 contexts, 62 literature, 95 researchers, 202 International dimension, 156 International firms, 2, 154 contributions to global sustainability goals, 3–6 driving sustainable and ethical business practices, 2–3 importance of international firms for achieving sustainability goals, 3 importance of small and large international firms, 6–7 International Labour Organization (ILO), 16, 201 International online brands analysis, 229–231 limitations and future research suggestions, 232–233 managerial implications, 232 pre-study, 225 quantitative data collection project, 226–227 relationships in e-commerce context, 222 research methods and results, 225 results from main study, 228–229 sustainability orientation, 222–224 theoretical background and hypothesis development, 222 theoretical implications, 231 validity, 227–228 International online business models, 220 International platforms, 18 International production networks, 202 Internet, The, 220 Internet of Things (IoT), 207 Isomorphic process, 170 Landfilling, 62 Large corporations, 67 Learning process, 116 LED-lighting, 24 Legitimacy, 18–19 Legitimate sustainability network position credibility and legitimacy, 18–19 establishing, 18 stakeholder relationships for sustainability, 20–21 Lego, 77, 85 Linear systems, 62 LISREL analysis, 227 Local communities, 192 Local Motors, 85 Local stakeholders, 114 need to engage, 104–105 Logics for sustainability in global markets, competing, 156–157 Lund University, 136–137 Manufacturing process, 189 Marketing approach, 53 ethical challenges in marketing textiles, 38–39 research field, 222 response to tackle ethical challenges in marketing management, 39 scholars, 223 Markets (see also Global markets) market-positioning strategies, 154 structural and cultural variations between, 3 values, 154 Materiality exercise, 209 Materiality matrix, 209 McCafe, 65 Mechanical recycling process, 42 Metals, 200 Milestone-based approach, 144 Milk project, 27–28 Minerals, 200 Mobile manufacturers, 85 Model’s reliability, 228 Multi-level approach, 132 Multinational enterprises (MNE), 3, 12, 16, 19, 29, 94, 77, 101, 105, 108, 112, 130–133, 198 ethics and sustainable development in, 113–115 internal organization, 24 largest production markets for, 102–103 MNE-led sustainability efforts, 131 sustainability approaches, 78 Multinationals, 113 analysis, 105 Bangladesh, 102–103 data collection and analysis, 99–101 empirical findings, 101 global fashion retailer aiming to become climate positive, 101–102 goal, 102 implications, 107–108 method, 99 need to engage local and global stakeholders, 104–105 proactive CSR approach, 105 with proactive CSR approach, 95 proactive CSR approach, 96–99 strategic-oriented or Stakeholder-oriented Practices, 106–107 theoretical framework, 95 whole environment agenda really challenging in Bangladesh, 103–104 Multiple logics, 156 Narrative analysis techniques, 100 NasdaqOMX stock exchange, 243 Natural fibres, 42 Natural gas, 103 Natural resources, 200 Navigation techniques, 164, 167 among competing institutional logics towards sustainability, 157–158 approach, 161 of blending, 158, 165 of replacement, 166 Neon, 206 Networks, 142–144 NextGenerationEU, 238 Nike, 85 Non-Financial Reporting Directive (NFRD), 240 Non-governmental organizations (NGOs), 2, 19, 21, 97 North American Free Trade Agreement (NAFTA), 199 NVIVO 12 software package, 78 Operation National Sword, 63 Organic waste, 62 Organisation for Economic Co-operation and Development (OECD), 60 Guidelines for Multinational Enterprises, 239 Organizational fields, 157, 167 Our Strategy 2030, 140 Ownership, 145–146 Palladium, 206 Panafrica, 186 committed brand, 188–192 contextual factors, 181–182 creation on brand, 187 literature review, 181 managerial capabilities and practices, 182–183 methodology, 185–186 practical implications, 193 SMEs and CE practices, 183–185 theoretical contributions, 192–193 Paradoxical environments, 167 Paris agreement, 16 Paris Climate Agreement, 238 Patagonia (company), 85 People, Planet, Perception and Profit (4P), 144 People’s Republic of China, 163 Personal protection equipment (PPE), 66 Physical risks, 242 Pillars of Business, 141 Plant-based polymer packaging, 146 Plastic waste, 69 crisis, 65–67 Plastic-producing corporations, 67 Plastics crisis, 66 Porter’s linear value chain model, 44 Porter’s value chain approach, 35 Poverty alleviation, 19 Primary data, 100, 118 Prioritization process, 209 Proactive CSR approaches, 96–99, 105 practices, 95, 99 Procurement, 44 Product-service systems, 183 Production process, 186 Prototypes, 189 Purchase intention, 227 Purpose, 141–142 Qualitative case studies, 14, 117 Quantitative data collection project, 226–227 R-strategies, 47, 51 Rana Plaza disaster, 38 Range Upgrading Program, 26 Re-cycle-box, 47 Re-cycle-rolcontainer, 47 Reactive approach, 95 Reactive CSR approach, 94, 106 Readymade garment production, challenge of water management in, 119–120 Recycling, 189 activities, 63 materials, 48 Redistribution mechanisms, 156 Regenerative business models, 133 Relational exchange approach, 232 Relationship-oriented researchers, 222 Remapping, 52 Resilience, 202–204 building resilience against uncertainty in semiconductor industry, 206 synergy, 211–213 Resilience management system (RMS), 211 Resistance, 23–24 Responsible business alliance (RBA), 208 Responsible Supply Chain, 208 Retriever Business database, 100, 118 Samsung, 85 SBTi, 142 Schijvens (Dutch company), 37 Corporate Fashion, 46–47 response to ethical challenges in marketing corporate fashion, 46–50 Scholars, 36 Science, Technology, Engineering and Mathematics (STEM), 210 Science-Based Targets initiative (SBTi), 140–141 Secondary data sources, 100 Secondary markets, 65 Semiconductor building resilience against uncertainty in semiconductor industry, 206 industry, 206 manufacturing process, 207 Silicon, 207 Single in-depth case studies, 185 Single-stream systems, 63 Small-and medium-sized enterprises (SMEs), 6, 76, 192 (see also Multinational enterprises (MNE)) practices, 183–185 Social license, 4 Social movement organizations, 160 Social sustainability, 78, 200 logic, 163 perspective, 202 social sustainability-related issues, 201 Society, 2 Socio-technical regime, 132 Stakeholders, 2–3, 78, 82 CSR approach, 97, 99, 107–108 involvement, 96–97 relationships for sustainability, 20–21 stakeholder-oriented practices, 106–107 Starbucks, 65 Start-up, 189 STMicroelectronics (ST), 200 case of, 204 GVCs, sustainability and resilience, 202–204 GVCs and sustainability, 200–202 industry, 205–206 overview of company, 206–207 sustainability of extended value chain, 208–211 value chain, 207–208 Strategic CSR approach, 96, 106 Strategic-oriented practices, 106–107 Subcontractors, 200 Supply chain, 20 Sustainability, 2, 21, 34, 36, 50, 60, 76, 145, 154, 156, 170, 200–206 approach, 35 Bohinj ECo Hotel, 82–83 building capability for sustainability, 209–211 case study of competing institutional logics in global markets towards, 159–161 competing logics for sustainability in global markets, 156–157 contesting global market practices towards sustainability with institutional logics navigation, 164–167 de-growth lead to competitive advantage, 83–85 demands, 168 of extended value chain, 208 goals setting, 209 H&M, 79–82 importance of international firms for achieving sustainability goals, 3–7 international firms driving sustainable and ethical business practices, 2–3 mapping and reporting of sustainability risk among listed firms and investors in Sweden, 243–246 method, 77–78 navigating competing institutional logics in global markets towards, 161–167 navigation techniques among competing institutional logics towards, 157–158 orientation, 222–224, 226 practices, 94, 96 and resilience synergy, 211–213 as source of sustainable advantage, 85–88 stakeholder relationships for, 20–21 strategy, 13, 140, 209, 244 structural and cultural variations between markets, 3 supporting global market practices towards sustainability with institutional logics navigation, 161–164 sustainability as source of competitive advantage, 78 sustainability-orientated consumption, 222 sustainability-oriented consumers, 221–222, 226 values in global markets, 155–156 Sustainable advantage, sustainability as source of, 85–88 Sustainable Apparel Coalition, 25 Sustainable approach, 189 Sustainable Brand Index, The, 137 Sustainable competitive advantage, 79, 86–87 Sustainable de-growth, 83 Sustainable development, 130, 155, 181 in MNEs, 113–115 Sustainable development concept, 76, 155 Sustainable Finance Platform, 240–241 Sustainable innovations, 132 conceptual framework, 135–136 data analysis, 138 doughnut economics, 133–135 findings, 138 innovation for sustainable development, 131–133 mapping corporate to do list, 138–141 methodology, 136 redesigning business pillars, 141–147 theoretical background, 131 Sustainable orientation, 223 Sustainable product, 24 Sustainable solutions via collaboration, 81–82 Sustainable strategy, 12, 130 Sustainable supply chain management, 165 Sustainable transformation, 135 Sweden, mapping and reporting of sustainability risk among listed firms and investors in, 243–246 Swedish entrepreneurs, 145 Swedish firms, 7, 243 Swedish MNEs, 13, 137 Swedish multinationals, 131 conceptual framework, 135–136 data analysis, 138 doughnut economics, 133–135 findings, 138 innovation for sustainable development, 131–133 mapping corporate to do list, 138–141 methodology, 136 redesigning business pillars, 141–147 theoretical background, 131 Swedish organization, 14 Synthetic fibres, 42 Take-back systems, 183 Taskforce on Climate–Related Financial Disclosures, 239 Taxonomy, 240 Teams, 100 Technical cycles, 41 Technical nutrients, 40 Technology, 44 Tesla (automobile company), 85 Tetra Laval Group, 14, 146 Tetra Pak, 14, 27, 137, 141–143, 145–146 in Brazil, 23 case, 22, 24 interviewee, 143 mission, 140 packaging, 140 Textile industry, 187 Textile recirculation from technical perspective, 41–43 Theoretical sampling strategy, 99 Traditional CSR marketing strategies, 35 Transaction cost theory, 222 Transformation, 239 Transition risks, 242 U.S. Department of Labor, 201 UFS (Dutch-owned company), 48 Uncertainty in semiconductor industry, building resilience against, 206 United Nations (UN), 76 Brundtland Commission, 34 Global Compact, 16, 208 Global Impact initiative, 155 Sustainable Development Summit, 200 United Nations Conference on Trade and Development, 198 United Nations Framework Convention on Climate Change (UNFCCC), 104 United Nations Sustainable Development Goals (UN SDGs), 3–7, 12, 60, 76, 112–114, 116, 137, 179–180, 241 pursuit of, 113 relevance for, 29–30 United States Securities and Exchange Commission, 204 US Department of Labor, 205 USA–Mexico–Canada Agreement (USMCA), 199 Validity, 227–228 Value, 191 creation process, 182 value-chain repositioning, 85 Virtue ethics, 116 Walmart, 85 Waste, 60, 64 capitalization through innovations, 69–70 Waste crisis innovations to tackle, 67 rethinking global innovation approaches, 67–69 waste capitalization through innovations, 69–70 Waste management, 62 efficiencies, 60 Water, 120 challenge of water management in readymade garment production, 119–120 H&M as water steward, 122–123 malpractices, 121 management in Bangladesh, 120–122 stewardship mission, 122 stewardship strategy, 121 water-related goals, 122 Western companies, 167 Wishcycling, 63 World Economic Forum, 18 World Wildlife Foundation (WWF), 18, 120–121 Zoom, 100 Book Chapters Prelims Chapter 1: Creating a Sustainable Competitive Position Through Ethical Behaviour Part One: Exploring Sustainability and Ethics Chapter 2: Towards a Global Sustainability Approach: Challenges and Opportunities for Multinationals Chapter 3: Corporate Fashion and Circular Economy – How to Manage Ethical Challenges in Marketing of B2B Textiles Chapter 4: Global Waste Crisis and the Role of Innovations by Global Corporations Chapter 5: Sustainability as the Source of Competitive Advantage. How Sustainable is it? Part Two: Swedish Firms Wrestling with Ethical Issues Chapter 6: Multinationals with a Proactive CSR Approach Chapter 7: Ethical Leadership in Sustainable Development: H&M and Water Management Chapter 8: Swedish Multinationals and Sustainable Innovations for Transformation: The Doughnut Model Chapter 9: When Institutional Logics Collide: How International Firms Navigate Sustainability Values in Global Markets Part Three: Driving Ethics and Sustainability Around the World Chapter 10: Panafrica: Meeting the SDGs Through a Circular Business Model Chapter 11: Sustainability and Resilience in the Extended Value Chain: The Case of STMicroelectronics Chapter 12: Does a Sustainable Orientation Affect Global Consumers' Relationships with International Online Brands? Chapter 13: The EU's Sustainable Finance Platform: A New Game Plan in the Quest for Competitive Advantage Index
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