A Transformational Change Framework for Developing Ecologically Embedded Manufacturing
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ORIGINAL RESEARCH
A Transformational Change Framework for Developing Ecologically Embedded Manufacturing H. Trollman1
•
J. A. Colwill1
Received: 28 November 2019 / Accepted: 25 September 2020 The Author(s) 2020
Abstract Unless strategies are adopted to ensure materials remain in circulation within the economy, the manufacturing sector may be unable to support increasing demand from a growing global population. The purpose of this research is to present a framework for manufacturers to aid in the formulation of ecologically embedded strategy. The framework proposes five steps which integrate corporate, business, operations and sustainability strategy in a holistic manner with operations strategy informing business strategy. Qualitative comparative analysis is implemented to identify the causal characteristics of ecologically embedded products which are then used to select two cases for the application of process tracing (PT). Product case studies indicate a failure to communicate provenance, quality and lifecycle information to consumers, and hence, the slowing or closing of loops as part of a circular economy is not being effectively realised. PT confirms the feasibility of the framework for ecocentric strategy formulation in manufacturing. Manufacturers, policymakers and investors may use this framework to leverage the benefits of ecological embeddedness to enable continued growth and future-proofing. Keywords Circular economy Ecological embeddedness Manufacturing Strategy Sustainability
& H. Trollman [email protected] 1
Wolfson School of Mechanical, Electrical and Manufacturing Engineering, Loughborough University, Loughborough, UK
Introduction The aim of this research is to develop a framework for ecologically embedded strategy in terms of corporate, business and functional strategies in manufacturing. The objectives of this research were to analyse the deficiencies in current frameworks and identify the causal characteristics of ecologically embedded products. Successful implementation of the proposed framework will rely on organisational flexibility to specify the relationship between strategy and subsystems (Morabito et al. 2009). The dominant Brundtland-based definitions of sustainability have struggled to stimulate more than incremental anthropocentric benefits. Ecocentric approaches to corporate, business, or marketing strategy, as opposed to incremental anthropocentric sustainability, are infrequently considered in the literature. An exceptional example is the plastic electronics industry in the United Kingdom (UK) which recommends that managers and policymakers support and encourage ecocentric rather than anthropocentric approaches to eco-innovations (Borland et al. 2019). However, business models have yet to fully engage with sustainability as they are found to exclude natural and social aspects of organisational environment and neglect interrelationships between economic and non-economic actors as well as intertemporal trade-offs (Biloslavo et al. 2018). Notwithstanding, there i
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