• Engaging with environmental stakeholders: Routes to building environmental capabilities in the context of the low carbon economy

      Baranova, Polina; Meadows, Maureen; University of Derby; Coventry University; Strategic Management, Derby Management School, University of Derby; Kedleston Road Derby DE22 1GB UK; Strategic Management, Centre for Business in Society, Coventry University; Priory Street Coventry CV1 5FB UK (Wiley, 2017-01-18)
      The transition to a low carbon economy demands new strategies to enable organizations to take advantage of the potential for “green” growth. An organization's environmental stakeholders can provide opportunities for growth and support the success of its low carbon strategies, as well as potentially acting as a constraint on new initiatives. Building environmental capabilities through engagement with environmental stakeholders is conceptualized as an important aspect for the success of organizational low carbon strategies. We examine capability building across a range of sectors affected by the sustainability agenda, including construction, rail, water, and health care. We identify a number of emergent environmental stakeholders and explore their engagement with the development of environmental capabilities in the context of the transition toward a low carbon economy. Our conceptual framework offers a categorization of environmental stakeholders based on their position in relation to a focal organization and the potential for the development of environmental capabilities.
    • Strategic alliance research in the era of digital transformation: perspectives on future research

      He, Qile; Meadows, Maureen; Angwin, Duncan; Gomes, Emanuel; Child, John; University of Derby; Coventry University; University of Nottingham; Universidade Nova de Lisboa, Portugal; University of Birmingham (Wiley, 2020-05-21)
      The emerging digital transformation in the 21st century is rapidly and significantly changing the business landscape. The fast-changing activities, expectations and new modes of collaboration suggest it is time to review the current theoretical insights from Strategic Alliance (SA) research, which are based on assumptions from a different era. We therefore aim to stimulate multidisciplinary debate and theoretical reflections to better understand emerging paradoxes and challenges that contemporary firms face in the formation, evolution and dissolution of strategic alliances. Specifically, we offer alternative visions of SA research and suggest fresh applications or supplements of existing theoretical perspectives and research methods that can better address research questions that are emerging from an era of digital transformation.