Unsustainability of Sustainability: Cognitive Frames and Tensions in Bottom of the Pyramid Projects

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Abstract

Existing research posits that decision makers use specific cognitive frames to manage tensions in sustainability. However, we know less about how the cognitive frames of individuals at different levels in organization interact and what these interactions imply for managing sustainability tensions, such as in Bottom of the Pyramid (BOP) projects. To address this omission, we ask do organizational and project leaders differ in their understanding of tensions in a BOP project, and if so, how? We answer this question by drawing on a 5-year study of a BOP project of a global pharmaceutical company in India. In line with the existing research, we found three kinds of frames—paradoxical, business case, and business—held differently across organizational levels and over time. We also found that the shift in frames of both project and organizational leaders was mediated by the decision-making horizon. The initial divergence across organizational levels, seen in paradoxical and business frames, was mediated by long-term decision-making horizon. However, there was an eventual convergence toward business frames associated with the shift from long- to shorter-term decision-making horizons and one that led to the project’s closure. We contribute by proposing a dynamic model of cognitive frames in sustainability, where the research has either alluded to top-down or bottom-up understanding.

May 29, 2017 at 11:29PM

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Managing Corporate Sustainability with a Paradoxical Lens: Lessons from Strategic Agility

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Abstract

Corporate sustainability introduces multiple tensions or paradoxes into organisations which defy traditional approaches such as trading-off contrasting options. We examine an alternative approach: to manage corporate sustainability with a paradoxical lens where contradictory elements are managed concurrently. Drawing on paradox theory, we focus on two specific pathways: to the organisation-wide acceptance of paradox and to paradoxical resolution. Introducing the concept of strategic agility, we argue that strategically agile organisations are better placed to navigate these paradox pathways. Strategic agility comprises three organisational meta-capabilities: strategic sensitivity, collective commitment, and resource fluidity. We propose that strategically agile organisations draw on strategic sensitivity and collective commitment to achieve organisation-wide acceptance of paradox, and collective commitment and resource fluidity to achieve paradoxical resolution. For each of these meta-capabilities, we identify three organisational practices and processes specifically related to corporate sustainability that organisations can leverage in pursuit of strategic agility. We offer a conceptual framework depicting the strategic agility meta-capabilities, and associated practices and processes, which organisations draw on to successfully manage corporate sustainability with a paradoxical lens.

May 29, 2017 at 11:29PM

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Brazil: Brazil prosecutors make new leniency fine offer to J&F

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Brazilian federal prosecutors on Sunday (May 28 2017) made a new offer to JBS SA’s controlling shareholder, J&F Investimentos, that it pay a 10.99 billion real ($3.37 billion) fine for its role in massive corruption scandals.

The new offer is down slightly from the previous proposal by prosecutors that J&F pay 11.2 billion reais. The company rejected that and counter-offered, saying it would pay 4 billion reais. Prosecutors rejected that, as well as the company’s next offer that it would pay 8 billion reais.

J&F told Reuters in an emailed statement that it had no comment on the matter.

Negotiations on the leniency deal fine follow bombshell state’s witness testimony from J&F’s owners Joesley and Wesley Batista that they spent 600 million reais to bribe nearly 1,900 politicians in recent years.

The full original article can be found at reuters.com

May 29, 2017 at 07:00PM

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China: Former security chief of Chinese city sentenced over corruption: state media

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The former public security boss of China’s northern city of Tianjin was given a suspended death sentence on corruption charges, state media reported on Saturday.

Wu Changshun was convicted of bribery, embezzlement and abuse of power, the official People’s Daily newspaper said on its WeChat public account.

The death sentence was suspended for two years and is likely to result in life in prison.

The full original article can be found at reuters.com

May 29, 2017 at 04:58PM

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from Ysa Deveza

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