Production Planning & Control: The Management of Operations
Sustainability implications for Operations Management: Building the Bridge through Exemplar Case Studies
According to the 2017 corporate sustainability report published by MIT Sloan Management Review and Boston Consulting (Kiron et al., 2017), managers frequently face difficulties in gaining effective returns from their firms’ corporate sustainability actions, unless a robust and comprehensive business case for sustainability is developed and put forward. One reason for not achieving the potential gains of a business case for sustainability might be the tensions that emerge in managing corporate sustainability. Organisations may encounter difficulties in the harmonisation of economic, social, and environmental measures simultaneously. Thus, organisations may risk failure in the development and provision of adequate business cases for improved sustainability due to the tensions arising from managing conflicting demands from stakeholders (Van der Byl and Slawinski, 2015; Epstein, 2018),
Finding a balance between sustainability tensions is pivotal to the successful management of corporate sustainability. Tensions of sustainability are related to short-term investment versus long-term outcomes and benefits (Haffar and Searcy, 2017; Bansal and DesJardine, 2014), delivering an adequate response to sustainability issues, considering a multi-level decision making perspective (top management versus departmental manager view), and pathways for organisational change towards sustainability (radical versus incremental innovation). Moreover, there is the geographical context of environmental and social issues tensions (location of facilities versus environmental, social and economic regional conditions) (Hahn et al., 2015). According to the literature on tensions of corporate sustainability, organisations can manage such tensions, for example, by means of the perspectives of acceptance of tensions rather than resolution, tension avoidance through choosing one sustainability element over another, or an integrative approach (Van der Byl and Slawinski, 2015).
Operations management decisions such as production capacity, production technology, level of vertical integration, scheduling of production orders, planning for the set up and maintenance of machines, indicators of performance and the integration of management systems, including total quality management and lean manufacturing, all have implications for corporate sustainability (Angell and Klassen, 1999; Corbett and Klassen, 2006). Therefore, operations management decisions may provide a means of finding a balance between the tensions embedded in any corporate sustainability journey.
The literature of operations strategy can help sustainability managers in dealing with the tensions embedded in any corporate sustainability journey by the lenses of trade-offs and cumulative perspectives. There are authors who argue that organisations should focus on a narrow set of competitive priorities if they want to succeed against competitors (e.g. Da Silveira and Slack, 2001). On the other hand, there are authors who claim organisations would develop competitive capabilities that reinforce one another in a cumulative way, achieving superior competitiveness (Rosenzweig and Easton, 2010; Ferdows and De Meyer, 1990). Consequently, the operations management area could lend its expertise to the sustainability area in order to find a balance between sustainability tensions.
Potential topics for this special PPC
- Discussing how organisations have addressed the tensions involved in corporate sustainability through operations management decision-making (e.g. acceptance of tensions rather than resolution, or tension avoidance, or an integrative approach)
- Analysing approaches to managing tensions in corporate sustainability with regard to operations management decision-making
- Understanding the critical success factors to manage conflicting sustainability measures for sustainable operations
- Identifying barriers to deal with tensions of sustainability within organisational operations
- Analysing tensions of sustainability that may prevent organisations achieving sustainable development goals
- Developing reflections on other tensions that may arise when organisations have to deal with conflicting corporate sustainability demands
Why contribute to Production Planning & Control?
- Your article will be published in a widely read and cited journal enabling you to effectively contribute to the development of the research area
- Your research will be validated by a robust single-blind peer review process
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Please prepare your papers to Production Planning & Control publication standards available at: http://www.tandfonline.com/action/authorSubmission?journalCode=tppc20&page=instructions.
All submissions should be made online at the Production Planning & Control Scholar One Manuscripts website (https://mc.manuscriptcentral.com/tppc). New users should first create an account. Once logged on to the site, submissions should be made via the Author Centre. Online user guides and access to a helpdesk are available on this website. Please make sure the correct Special Issue title is selected when submitting.
Submitted papers should not have been previously published nor be currently under consideration for publication elsewhere. Papers will undergo at robust single-blind, developmental review as per the standard review process followed by Production Planning & Control. Final acceptance of approved papers will be contingent on incorporating reviewers’ feedback to the satisfaction of the Guest Editors.
- Managing Guest Editor: Ana Beatriz Lopes de Sousa Jabbour,, Montpellier Business School, France,(firstname.lastname@example.org)
- Guest Editor: Malin Song, Anhui University of Finance and Economics, China (email@example.com)
- Guest Editor: Moacir Godinho Filho, Federal University of Sao Carlos, Brazil (firstname.lastname@example.org)
Deadline for submissions: March 2019
Expected Publication: January 2020