Bridging the gap: organisational value frames and sustainable alliance portfolios

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Abstract

Research on sustainability-oriented partnerships focused either on inter-firm or cross-sector partnerships separately and often took the partnership as a level of analysis. As opposed to the partnership level, the firm-level analysis that investigates portfolios of sustainability-oriented partnerships were
brought forward by only a few studies. By drawing on the literature of alliance portfolios, this paper builds the notion of “sustainable alliance portfolio” further to move scholarly attention towards the bigger picture of firms’ partnership efforts for sustainability. Taking stock on the research that introduced organisational cognition to corporate sustainability which showed how partners’ value frames co-evolve, converge, diverge or fuse over time; this paper theorises how business case and paradoxical frames impact the configuration, management and development of sustainable alliance portfolios. Overall, this paper bridges the gap between two constructs-organisational value frames and sustainable alliance
portfolios- and offers propositions for future research to draw attention to the under-theorised portfolios of sustainability-oriented partnerships.
Original languageEnglish
Pages (from-to)323–343
JournalGreen Finance
Volume2
Issue number4
DOIs
Publication statusPublished - 19 Oct 2020
MoE publication typeA2 Review article in a scientific journal

Keywords

  • sustainability
  • partnerships
  • alliances
  • alliance portfolios
  • partnership portfolios
  • frames
  • organisational cognition
  • business case
  • paradoxical

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