17 Stakeholders’ Influence Towards Sustainability Transition …
243
end. As long as these companies are not willing to change their production processes
and business models and influence their suppliers and customers in a positive manner,
their resistance will continue to be one of the biggest barriers to green technology
adoption and sustainability transition.
17.4.2 Architecture of the Decision Framework
Based on the challenges identified from the empirical study, a step-wise decision
framework was formulated (Fig. 17.5). It incorporates elements in response to challenges identified within the categorizations of the PEST model. The framework
recognises the impact of clean technology adoption in sustainability transitions, so
that organisations can ‘sense’ challenges, ‘adopt’ better practices and ‘transform’
their processes, thus creating long-term sustainable value. It acts as a guide for
industries to follow the path of sustainability transition. The step-wise processes
described in the framework should by no means considered to be linear, but one that
should continuously evolve in order to bring about long-term benefits.
Niche actors such as DyeCoo, by means of technology co-evolution and collaboration with supporting institutions, have exemplified the process of successfully
shifting from just being a ‘story’ or in the discussion phase to being in the implementation and operational phases. Similarly, organisations would need to use their
resources accordingly to carefully ‘scan’ market segments and conditions (Teece
2007), understand customer needs and in turn influence their demand towards fast
fashion and foresee the competitive advantage from adopting cleaner technologies.
The ability to discover opportunities varies among individuals in organisations
and will affect the overall decision for niche technology innovation adoption. This
search for innovation implementation should extend beyond local organisational
boundaries by engaging in a dialogue among other stakeholders in the textile value
chain, bringing about a transparent collaboration that would benefit all parties
involved. This would also involve aligning sustainable strategies to the business
model and acknowledging the continuously changing decision-making capabilities
within organisations.
Contrary to deeply ingrained beliefs of resistance within organisations to adopt
new technologies, the scCO 2 technology from DyeCoo is more reproducible and
scientific than other conventional dyeing mechanisms which are more ‘art’ or ‘skill’
based. The required ‘upgrading’ of skills and management of knowledge is thus
easily transferable.
It was also seen that actors working at operational levels recognise the direct
impact of clean technology on their working environment and act as visionaries
who can influence higher management to adopt the innovative technologies. This
endorsement of technology adoption in the new regimes may even influence landscape developments (Geels 2004) that could in turn support the long-term strategy
of the incumbent firms. Organisations can transform their operations into one that is
243
end. As long as these companies are not willing to change their production processes
and business models and influence their suppliers and customers in a positive manner,
their resistance will continue to be one of the biggest barriers to green technology
adoption and sustainability transition.
17.4.2 Architecture of the Decision Framework
Based on the challenges identified from the empirical study, a step-wise decision
framework was formulated (Fig. 17.5). It incorporates elements in response to challenges identified within the categorizations of the PEST model. The framework
recognises the impact of clean technology adoption in sustainability transitions, so
that organisations can ‘sense’ challenges, ‘adopt’ better practices and ‘transform’
their processes, thus creating long-term sustainable value. It acts as a guide for
industries to follow the path of sustainability transition. The step-wise processes
described in the framework should by no means considered to be linear, but one that
should continuously evolve in order to bring about long-term benefits.
Niche actors such as DyeCoo, by means of technology co-evolution and collaboration with supporting institutions, have exemplified the process of successfully
shifting from just being a ‘story’ or in the discussion phase to being in the implementation and operational phases. Similarly, organisations would need to use their
resources accordingly to carefully ‘scan’ market segments and conditions (Teece
2007), understand customer needs and in turn influence their demand towards fast
fashion and foresee the competitive advantage from adopting cleaner technologies.
The ability to discover opportunities varies among individuals in organisations
and will affect the overall decision for niche technology innovation adoption. This
search for innovation implementation should extend beyond local organisational
boundaries by engaging in a dialogue among other stakeholders in the textile value
chain, bringing about a transparent collaboration that would benefit all parties
involved. This would also involve aligning sustainable strategies to the business
model and acknowledging the continuously changing decision-making capabilities
within organisations.
Contrary to deeply ingrained beliefs of resistance within organisations to adopt
new technologies, the scCO 2 technology from DyeCoo is more reproducible and
scientific than other conventional dyeing mechanisms which are more ‘art’ or ‘skill’
based. The required ‘upgrading’ of skills and management of knowledge is thus
easily transferable.
It was also seen that actors working at operational levels recognise the direct
impact of clean technology on their working environment and act as visionaries
who can influence higher management to adopt the innovative technologies. This
endorsement of technology adoption in the new regimes may even influence landscape developments (Geels 2004) that could in turn support the long-term strategy
of the incumbent firms. Organisations can transform their operations into one that is