Tesi etd-12142023-103059
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Tipo di tesi
Dottorato
Autore
ALOSI, ALICE
URN
etd-12142023-103059
Titolo
Advancing paradox theory in the sustainability field: from a state-of-art framework to exploring Circular Economy and Industrial Symbiosis.
Settore scientifico disciplinare
SECS-P/08
Corso di studi
Istituto di Management - PHD IN MANAGEMENT - INNOVATION, SUSTAINABILITY AND HEALTHCARE
Commissione
relatore Prof. FREY, MARCO
Parole chiave
- circular economy
- industrial symbiosis
- management of tensions
- paradox theory
- sustainability
Data inizio appello
07/06/2024;
Disponibilità
parziale
Riassunto analitico
The manuscript begins by introducing paradox theory as a framework for navigating the complexities of the contemporary landscape of sustainability. The subsequent chapters delve into individual, organizational, and inter-organizational levels of engagement with paradox, seeking answers to enquiries in the context of Corporate Sustainability (CS) initiatives. Each enquiry employs a distinct research methodology (namely, systematic literature review for the first chapter, and inductive, qualitative method for the second and the third ones).
The first set of enquiries uncovers antecedents at different levels (individual, organisational, and inter-organisational) that influence virtuous management of tensions in the CS field. Functional interactions between roots of paradoxes and practices reveal a hierarchical relationship between individual and organisational perspectives, with individual viewpoints providing a foundation for organisational solutions. The study identifies the shift in tension management between active and defensive strategies, emphasising the significance of cultural congruence for exploring tensions as sources of innovation.
The second set of enquiries examines self-efficacy as an individual-level driver for accepting CS-related paradoxical tensions, especially in organisations adopting a "proactive-team centric" approach. Collective efficacy complements individual self-efficacy, influencing the acceptance of paradoxical tensions at various organisational levels. The study recommends a shift in organisational focus towards fostering empowerment, teamwork, and project-based corporate structures to effectively implement CS initiatives.
The third set of enquiries explores paradoxical tensions arising from industrial symbiosis (IS) relationships and their management. The study identifies organising, performing, and belonging paradoxes on the strategic level and organising, and performing paradoxes on the operational level within IS relationships. Commonalities in managing paradoxical tensions at organisational and inter-organisational levels emphasise the role of open dialogue, transparency, and collaboration. The study underscores the significance of facilitators and organisations themselves in managing paradoxical tensions over time, cautioning that dialogue and trust alone may not suffice unless IS constitutes a core business or benefit for at least one entity involved.
The first set of enquiries uncovers antecedents at different levels (individual, organisational, and inter-organisational) that influence virtuous management of tensions in the CS field. Functional interactions between roots of paradoxes and practices reveal a hierarchical relationship between individual and organisational perspectives, with individual viewpoints providing a foundation for organisational solutions. The study identifies the shift in tension management between active and defensive strategies, emphasising the significance of cultural congruence for exploring tensions as sources of innovation.
The second set of enquiries examines self-efficacy as an individual-level driver for accepting CS-related paradoxical tensions, especially in organisations adopting a "proactive-team centric" approach. Collective efficacy complements individual self-efficacy, influencing the acceptance of paradoxical tensions at various organisational levels. The study recommends a shift in organisational focus towards fostering empowerment, teamwork, and project-based corporate structures to effectively implement CS initiatives.
The third set of enquiries explores paradoxical tensions arising from industrial symbiosis (IS) relationships and their management. The study identifies organising, performing, and belonging paradoxes on the strategic level and organising, and performing paradoxes on the operational level within IS relationships. Commonalities in managing paradoxical tensions at organisational and inter-organisational levels emphasise the role of open dialogue, transparency, and collaboration. The study underscores the significance of facilitators and organisations themselves in managing paradoxical tensions over time, cautioning that dialogue and trust alone may not suffice unless IS constitutes a core business or benefit for at least one entity involved.
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