An interaction and networks approach to developing sustainable organizations

Abstract

Purpose

This paper aims to present an interactions and networks approach (INA) to the issue of change for sustainability, which can bring business out of the firm‐centric impasse and lead to collaborative action and transformation.

Design/methodology/approach

This paper builds upon the extant relational theories in management, and presents a holistic multi‐level framework (the system/network, issue‐based or strategic nets, dyadic relationships and the network organization) to conceptualize change for sustainability.

Findings

By adopting INA business is able to discuss: the nature and role of the network in building systems level change; the role of dyadic relations as a central mechanism for change; and the nature of organizational level capabilities necessary to enhance learning for sustainability.

Research limitations/implications

Areas of future inquiry include examination of the dynamics of intra‐stakeholder relationships over time, specifically the development of actors' attitudes, behavior and cognition in business networks alongside how actors perceive and capitalize on network embedded learning. Further scholarly attention in these areas can further the appreciation of how an INA can assist in building more sustainable organizational futures.

Practical implications

The paper builds on the concept of “ecological literacy” at an organizational level, and considers the specific capabilities required including network visioning, orchestration and the ability to perceive the “other” as partners in creating new market realities. Moreover, it discusses the role and importance of firm “change agent power” in this regard.

Originality/value

By building on an INA approach, the paper provides an important conceptual stepping stone towards the ongoing realization of sustainable organization and market forms.

Citation

Ryan, A., Kajzer Mitchell, I. and Daskou, S. (2012), "An interaction and networks approach to developing sustainable organizations", Journal of Organizational Change Management, Vol. 25 No. 4, pp. 578-594. https://doi.org/10.1108/09534811211239236