Thursday 23.9, 11.30-12.30
Remote seminar, contact [email protected] for more information
Tulin Dzhenghiz, Olli Sahimaa and Teresa Haukkala, Aalto University School of Business
Institutional Logics and Framing Contests in the MLP Framework: The Case of (Un)Sustainable Transitions in Textiles/Fashion
Discussants: Jouni Juntunen and Minna Halme
In this article, drawing on the multi-level perspective (MLP) of sustainable transitions, institutional logics and framing contests, we re-conceptualise the multi-level and multi-dimensional dynamics of (un)sustainable transitions and give examples to the interactions between and within different levels of MLP from textiles/fashion. We demonstrate how, currently, the landscape diffuses competing institutional logics (market and sustainability) that legitimises different regimes and niche actors to behave differently when engaging with sustainability initiatives. We differentiate between protagonist and antagonist regime coalitions and discuss how their framings may compete at times. Most importantly, we argue how niche, a level that transitions research has mostly regarded as positive, can also bring about negative environmental impact. We label these as negative impact niches and provide empirical examples from fashion by discussing the emergence of fast fashion in the past and the recent emergence of ultra-fast fashion in the last few years. We contribute to the literature on sustainability transitions by demonstrating the complexity of interactions when it comes to diffusion of logics and framing contests and by problematising the much optimistically viewed concept of niche. In addition, we shed light on the (un)sustainable transition dynamics in the textiles/fashion industry, which has not been the focus of attention in the broader transitions research.
Thursday 7.10, 11.30-12.30
Remote seminar, contact [email protected] for more information
Minna Halme and Leena Lankoski, Aalto University School of Business
The Story of a Best Paper: On the Stage and Behind the Scenes
In this seminar, Minna Halme and Leena Lankoski will share the story behind their paper “When Is There a Sustainability Case for CSR? Pathways to Environmental and Social Performance Improvements” (co-authored with Jukka Rintamäki and Jette Steen Knudsen), which won the 2020 Best Paper award of the journal Business & Society.
Thursday 18.11, 11.30-12.30
Remote seminar, contact [email protected] for more information
Marjo-Riitta Diehl, Aalto University School of Business
Is there a role for HRM in CSR strategy? An analysis of the sustainability reports of listed European companies (co-authored with Essi Saru and Hannele Seeck)
The relationship between human resources management (HRM) and corporate social responsibility (CSR) remains unclear both in research and practice. Drawing on 80 sustainability reports of large European companies and their CSR strategies, we examine how HRM’s role is presented in connection to CSR. We find that the links between HRM and CSR are scarce but exist and the reports refer to mainly symbolic rather than substantive HRM. Based on the reports, HRM are not at the core of corporations’ CSR strategies and the acknowledgement of sustainable HRM is missing. Our analysis makes the following three contributions. First, as HRM fulfills its CSR role mainly through implementing standard human resources (HR) practices toward employees as internal stakeholders (training, safety, health, and wellbeing) its proactive and strategic role in CSR remains limited. Second, we show that employees are seen rather as objects of CSR activities rather than active subjects engaging in CSR. Third, as CSR–HRM relation remains rather non-strategic and the system-level integration of CSR and HRM remains obscure; and the incorporation of CSR and HRM does not take place. We suggest that a specific focus on sustainable HRM would allow HRM to play a more active role in the development and implementation of CSR strategies. Sustainable HRM characteristics could thus elevate the role of HRM and different HR activities toward a more substantial and strategic role and extend its current internal employee-orientated focus towards an enabling and externally orientated focus.
