Skip to main content

A Generous Mindset Spells the Future for Sustainable Fashion

  • Chapter
  • First Online:
Sustainable Consumption and Production, Volume II
  • 1960 Accesses

Abstract

The future is uncertain, and it is well accepted that collaboration is a necessary strategy both for retaining a competitive advantage and contributing to a sustainable future. In a globalized world with an increasingly important sustainable development agenda, organizations are faced with new criteria for success, which demand new forms of operation, specifically in terms of collaboration. There are new types of collaborations emerging with multiple partners, of different sizes from across sectors, but many fail due to their complexity. To understand what capabilities are needed to succeed and how capabilities manifest themselves in a collaborative process, an in-depth qualitative study of a collaboration within the fashion industry was conducted. Using dynamic capabilities as a theoretical lens to understand multi-stakeholder collaboration and relying on extant research about the antecedents of dynamic capabilities, this chapter contributes to the narrative on the importance of a collaborative culture grounded in personal conviction and a generous mindset.

This is a preview of subscription content, log in via an institution to check access.

Access this chapter

Subscribe and save

Springer+ Basic
EUR 32.99 /Month
  • Get 10 units per month
  • Download Article/Chapter or Ebook
  • 1 Unit = 1 Article or 1 Chapter
  • Cancel anytime
Subscribe now

Buy Now

Chapter
USD 29.95
Price excludes VAT (USA)
  • Available as PDF
  • Read on any device
  • Instant download
  • Own it forever
eBook
USD 109.00
Price excludes VAT (USA)
  • Available as EPUB and PDF
  • Read on any device
  • Instant download
  • Own it forever
Softcover Book
USD 139.99
Price excludes VAT (USA)
  • Compact, lightweight edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info
Hardcover Book
USD 139.99
Price excludes VAT (USA)
  • Durable hardcover edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info

Tax calculation will be finalised at checkout

Purchases are for personal use only

Institutional subscriptions

Similar content being viewed by others

Notes

  1. 1.

    http://about.hm.com/en/about-us/hm-foundation.html.

  2. 2.

    https://www.accenture.com.

  3. 3.

    https://www.kth.se.

References

  • Adner, R. (2006). Match your innovation strategy to your innovation ecosystem. Harvard Business Review, 84(4), 1–11.

    Google Scholar 

  • Al-Tabbaa, O., Leach, D., & Khan, Z. (2019). Examining alliance management capabilities in cross-sector collaborative partnerships. Journal of Business Research, 101(8), 268–284.

    Article  Google Scholar 

  • Austin, J. E., & Seitanidi, M. M. (2014). Creating value in nonprofit-business collaborations: New thinking and practice. San Fransisco: Wiley.

    Google Scholar 

  • Barney, J. B. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99–120.

    Article  Google Scholar 

  • Barney, J. B. (2001). Resource-based theories of competitive advantage: A ten-year retrospective on the resource-based view. Journal of Management, 27(6), 643–650.

    Article  Google Scholar 

  • Barreto, I. (2010). Dynamic capabilities: A review of past research and an agenda for the future. Journal of Management, 36(1), 256–280.

    Article  Google Scholar 

  • Baumgartner, R. J. (2009). Organizational culture and leadership: Preconditions for the development of sustainable corporation. Sustainable Development, 17(2), 102–113.

    Article  Google Scholar 

  • Bryson, J. M., Crosby, B. C., & Stone, M. M. (2006). The design and implementation of cross-sector collaborations: Propositions from the literature. Public Administration Review, 66, 44–45.

    Article  Google Scholar 

  • Coghlan, D. (2016). Retrieving a philosophy of practical knowing for action research. International Journal of Action Research, 12(1), 84–107.

    Google Scholar 

  • Davis, J. P., & Eisenhardt, K. M. (2011). Rotating leadership and collaborative innovation: Recombination processes in symbiotic relationships. Administrative Science Quarterly, 56(2), 159–201.

    Article  Google Scholar 

  • de Lange, D. E., Armanios, D., Delgado-Ceballos, J., & Sandhu, S. (2015). From foe to friend: Complex mutual adaptation of multinational corporations and nongovernmental organizations. Business and Society, 55(8), 1197–1228.

    Article  Google Scholar 

  • Eisenhardt, K. M., & Eisenhardt, M. (1989). Building theories from case study research. Academy of Management Review, 14(4), 532–550.

    Article  Google Scholar 

  • Eisenhardt, K. M., & Brown, S. L. (1999). Patching. Restitching business portfolios in dynamic markets. Harvard Business Review, 77(3), 72–82.

    Google Scholar 

  • Eisenhardt, K. M., & Martin, J. J. A. (2000). Dynamic capabilities: What are they? Strategic Management Journal, 21(10–11), 1105–1121.

    Article  Google Scholar 

  • Fainshmidt, S., & Frazier, M. L. (2017). What facilitates dynamic capabilities? The role of organizational climate for trust. Long Range Planning, 50(5), 550–566.

    Article  Google Scholar 

  • French, R. P. (2016). The fuzziness of mindsets: Divergent conceptualizations and characterizations of mindset theory and praxis. International Journal of Organizational Analysis, 24(4), 673–691.

    Article  Google Scholar 

  • General Assembly, United Nations. (2015). Transforming our world: The 2030 agenda for sustainable development.

    Google Scholar 

  • Gulati, R. & Kellogg, J. L. (1998). Alliances and Networks. Strategic Management Journal‚ 19(4), 293–317.

    Google Scholar 

  • Kale, P., & Singh, H. (2009). Managing strategic alliances: What do we know now, and where do we go from here? The Academy of Management Perspectives, 23(3), 45–62.

    Article  Google Scholar 

  • Le Ber, M. J. & Branzei, O. (2010). Value Frame Fusion in Cross Sector Interactions. Journal of Business Ethics, 94(1), 163–195.

    Google Scholar 

  • Mamédio, D., Rocha, C., Szczepanik, D., & Kato, H. (2019). Strategic alliances and dynamic capabilities: A systematic review. Journal of Strategy and Management, 12(1), 83–102.

    Article  Google Scholar 

  • Niesten, E., & Jolink, A. (2015). The impact of alliance management capabilities on alliance attributes and performance: A literature review. International Journal of Management Reviews, 17(1), 69–100.

    Article  Google Scholar 

  • Qaiyum, S., & Wang, C. L. (2018). Understanding internal conditions driving ordinary and dynamic capabilities in Indian high-tech firms. Journal of Business Research, 90(9), 206–214.

    Article  Google Scholar 

  • Reason, P., & Bradbury, H. (2001). Handbook of action research: Participative inquiry and practice. London: Sage.

    Google Scholar 

  • Ring, P. S., & van de Ven, A. H. (1994). Developmental processes of cooperative interorganizational relationships. Academy of Management, 19(1), 90–118.

    Google Scholar 

  • Rohrbeck, R., Battistella, C., & Huizingh, E. (2015). Corporate foresight: An emerging field with a rich tradition. Technological Forecasting and Social Change, 101(12), 1–9.

    Article  Google Scholar 

  • Schein, E. H. (1985). Organizational culture and leadership: A dynamic view. San Francisco, CA: Jossey-Bass.

    Google Scholar 

  • Schein, E. H. (2004). Organizational culture and leadership (3rd ed.). San Francisco, CA: Jossey-Bass.

    Google Scholar 

  • Schilke, O., Hu, S., & Helfat, C. E. (2018). Quo vadis, dynamic capabilities? A content-analytic review of the current state of knowledge and recommendations for future research. Academy of Management Annals, 12(1), 390–439.

    Article  Google Scholar 

  • Schoemaker, P. J. H., Heaton, S., & Teece, D. (2018). Innovation, dynamic capabilities, and leadership. California Management Review, 61(1), 15–42.

    Article  Google Scholar 

  • Selsky, J. W., & Parker, B. (2010). Platforms for cross-sector social partnerships: Prospective sensemaking devices for social benefit. Journal of Business Ethics, 94(Suppl. 1), 21–37.

    Article  Google Scholar 

  • Teece, D. J. (2007). Explicating dynamic capabilities: The nature and microfoundations of (sustainable) enterprise performance. Strategic Management Journal, 28(13), 1319–1350.

    Article  Google Scholar 

  • Teece, D. J. (2012). Dynamic capabilities: Routines versus entrepreneurial action. Journal of Management Studies, 49(8), 1395–1401.

    Article  Google Scholar 

  • Teece, D. J., Pisano, G., & Shuen, A. (1997). Dynamic capabilities and strategic management. Strategic Management Journal, 18(7), 509–533.

    Article  Google Scholar 

  • Van de Ven, A. H. (2007). Engaged scholarship: A guide for organizational and social research. Oxford: Oxford University Press.

    Google Scholar 

  • Waddock, S. (2013). The wicked problems of global sustainability need wicked (good) leaders and wicked (good) collaborative solutions. Journal of Management for Global Sustainability, 1(1), 91–111.

    Article  Google Scholar 

  • Wernerfelt, B. (1984). A resource based view of the firm. Strategic Management Journal, 5(2), 171–180.

    Article  Google Scholar 

  • Wilson, A. M. (2001). Understanding organisational culture and the implications for corporate marketing. European Journal of Marketing, 35(3/4), 353–367.

    Article  Google Scholar 

  • Winter, S. G. (2003). Understanding dynamic capabilities. Strategic Management Journal, 24 (10), 991–995.

    Google Scholar 

  • Yin, R. K. (2003). Case study research: Design and methods. Thousand Oaks: Sage.

    Google Scholar 

Download references

Author information

Authors and Affiliations

Authors

Corresponding author

Correspondence to Jennie Perzon .

Editor information

Editors and Affiliations

Rights and permissions

Reprints and permissions

Copyright information

© 2021 The Author(s)

About this chapter

Check for updates. Verify currency and authenticity via CrossMark

Cite this chapter

Perzon, J. (2021). A Generous Mindset Spells the Future for Sustainable Fashion. In: Bali Swain, R., Sweet, S. (eds) Sustainable Consumption and Production, Volume II. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-030-55285-5_11

Download citation

  • DOI: https://doi.org/10.1007/978-3-030-55285-5_11

  • Published:

  • Publisher Name: Palgrave Macmillan, Cham

  • Print ISBN: 978-3-030-55284-8

  • Online ISBN: 978-3-030-55285-5

  • eBook Packages: Economics and FinanceEconomics and Finance (R0)

Publish with us

Policies and ethics