Abstract
This chapter presents a case study on the turnaround of a large cooperative grocery retailing organization that was characterized by highly routinized and stable practices. Despite the major turnaround that the organization went through, the change did not primarily result from the implementation of new work practices but rather from the ability of the management to steer the existing practices into a more financially sustainable direction and to enable them to be recreated internally. The case in this chapter illustrates that sustainable development is not only about having the most advanced and well-designed processes or technologies in place but it is rather about having the correct institutional pressures, in our case economic and social pressures, associated with those processes. The chapter highlights these issues when it concludes by considering organizational sustainability from a managerial perspective.
| Original language | English |
|---|---|
| Title of host publication | The Red Queen Retail Race |
| Subtitle of host publication | An Innovation Pandemic in the Era of Digitization |
| Publisher | Oxford University Press |
| Pages | 137-157 |
| Number of pages | 21 |
| ISBN (Electronic) | 978-0-19-195366-8 |
| ISBN (Print) | 978-0-19-286261-7 |
| DOIs | |
| Publication status | Published - 1 Jun 2023 |
| MoE publication type | A3 Book section, Chapters in research books |