17 Stakeholders’ Influence Towards Sustainability Transition …
241
implemented/that are interested in the technology implementation were identified
during Phase 2 of the project. Semi-structured interviews of about 30–45 min each
were conducted with these actors. The questions were developed keeping in mind the
primary objective of the project, i.e. to understand the barriers that textile industries
face with regards to green technology adoption. When some players did not have
sufficient time for an in-depth interview, questionnaires with a similar format were
used to gather information. The questionnaire also contained survey-type questions
which interviewees were asked to rate on a scale of 1–5, for instance, ‘To what
extent does your organization/do your customers value: quality, durability (‘technology’ in the case of DyeCoo), functionality, environmentally friendly (production
or recyclability)’ on which analysis was performed to understand current priorities and identify the challenges to implement cleaner technologies and methods of
production (reflected in Fig. 17.4).
17.4 Key Findings
17.4.1 Barriers to Implementation
Several challenges to technology implementation at different levels of the transition process were identified from the empirical data and previous literature. These
barriers have been categorized under different themes and represented in a model
based on a PEST (Political, Economic, Social and Technological) analysis framework (Sammut-Bonnici and Galea 2015). PEST analysis tools are generally used to
monitor risks involved or factors that can have an impact on an organization. Using
such a framework greatly enhanced the understanding of the interesting patterns that
emerged whilst studying the challenges in sustainability transitions and categorise
these challenges in order to formulate corrective tactics. The technology implementation challenges identified within the PEST framework have further been depicted
within a nested view model of the Triple Bottom Line approach (Elkington 1998) in
Fig. 17.4.
Here, the ‘environmental’ factors have been considered to be part of the ‘external’
influences on an organization. This goes beyond the usual constructs of defining the
environment in terms of raw material consumption or environmental impacts. Instead,
it has been depicted by ‘nature’, an important stakeholder in the analysis (Stubbs and
Cocklin 2008; Bocken et al. 2013) whose needs have to be met [‘eco-centric’ low
substitutability view of strong sustainable development (Hedenus et al. 2015)].
On a landscape level, these ‘environmental’ factors along with public policies and
regulations under the ‘political’ factors, put pressure on the already existing internal
technical, economic and organizational pressures within regimes, causing changes in
their production processes. The industry is still dominant with personal profit margin
interests and protection of individual business models. Large players continue to have
considerable influence on the end consumer, and this determines the market at the
241
implemented/that are interested in the technology implementation were identified
during Phase 2 of the project. Semi-structured interviews of about 30–45 min each
were conducted with these actors. The questions were developed keeping in mind the
primary objective of the project, i.e. to understand the barriers that textile industries
face with regards to green technology adoption. When some players did not have
sufficient time for an in-depth interview, questionnaires with a similar format were
used to gather information. The questionnaire also contained survey-type questions
which interviewees were asked to rate on a scale of 1–5, for instance, ‘To what
extent does your organization/do your customers value: quality, durability (‘technology’ in the case of DyeCoo), functionality, environmentally friendly (production
or recyclability)’ on which analysis was performed to understand current priorities and identify the challenges to implement cleaner technologies and methods of
production (reflected in Fig. 17.4).
17.4 Key Findings
17.4.1 Barriers to Implementation
Several challenges to technology implementation at different levels of the transition process were identified from the empirical data and previous literature. These
barriers have been categorized under different themes and represented in a model
based on a PEST (Political, Economic, Social and Technological) analysis framework (Sammut-Bonnici and Galea 2015). PEST analysis tools are generally used to
monitor risks involved or factors that can have an impact on an organization. Using
such a framework greatly enhanced the understanding of the interesting patterns that
emerged whilst studying the challenges in sustainability transitions and categorise
these challenges in order to formulate corrective tactics. The technology implementation challenges identified within the PEST framework have further been depicted
within a nested view model of the Triple Bottom Line approach (Elkington 1998) in
Fig. 17.4.
Here, the ‘environmental’ factors have been considered to be part of the ‘external’
influences on an organization. This goes beyond the usual constructs of defining the
environment in terms of raw material consumption or environmental impacts. Instead,
it has been depicted by ‘nature’, an important stakeholder in the analysis (Stubbs and
Cocklin 2008; Bocken et al. 2013) whose needs have to be met [‘eco-centric’ low
substitutability view of strong sustainable development (Hedenus et al. 2015)].
On a landscape level, these ‘environmental’ factors along with public policies and
regulations under the ‘political’ factors, put pressure on the already existing internal
technical, economic and organizational pressures within regimes, causing changes in
their production processes. The industry is still dominant with personal profit margin
interests and protection of individual business models. Large players continue to have
considerable influence on the end consumer, and this determines the market at the