246
A. Chari et al.
The DyeCoo case study is exemplary to showcase how industries who are willing
to implement clean technology innovations, can follow a proactive approach for decision making for sustainability. The prescriptive framework suggests that industries
should ‘sense’ customer and planetary requirements among others and go beyond
defensive and reactive sustainability performance measures for regulatory compliance. They should ‘adopt’ proactive long-term sustainability improvements to align
with their sustainability strategies in light of rapid technological advancements. The
measures taken should not only impact the organization internally, but also those
who are outside direct impact, i.e., the entire value chain, thus bringing about transparent collaborations and operations. It will then be possible for incumbent firms
in the textile industrial domain to move away from path dependencies and ‘transform’ into sustainable value-creating organisations by reducing costs along with
building a strong multi-level shareholder network. The framework acts as a foundation in improving an organization’s priorities and will be further developed in future
work to include data quality and availability for multi-criteria decision analysis in
sustainability performance measurement.
Acknowledgements The authors would like to thank DyeCoo, The Swedish School of Textiles at
Borås, JOIN and TEKO (Sweden’s Textile and Fashion Company) for their valuable input in this
study. The research was part of the project ClimaDye, financially supported by Climate-KIC and the
ongoing project ReWind, funded by the programme Produktion2030 within the Swedish Agency
for Innovation Systems (Vinnova).
References
Ackermann F, Eden C (2011) Strategic management of stakeholders: theory and practice. Long
Range Plann 44(3):179–196
Ansoff H, McDonnell E (1986) The new corporate strategy. Sidgwick & Jackson
Armenakis A (1999) Organizational change: a review of theory and research in the 1990s. J Manage
25(3):293–315
Bocken N, Short S, Rana P, Evans S (2013) A value mapping tool for sustainable business modelling.
Corp Gov 13(5):482–497
Choudhury AKR (2014) Environmental impacts of the textile industry and its assessment through
life cycle assessment
Cid MVF, Van Spronsen J, Van Der Kraan M, Veugelers WJT, Woerlee GF (2005) Excellent dye
fixation on cotton dyed in supercritical carbon dioxide using fluorotriazine reactive dyes, pp
609–616
Damschroder LJ, Aron DC, Keith RE, Kirsh SR, Alexander JA, Lowery JC (2009) Fostering
implementation of health services research findings into practice: a consolidated framework for
advancing implementation science. Implement Sci 4(1):1–15
Deradjat D, Minshall T (2017) Implementation of rapid manufacturing for mass customisation. J
Manuf Technol Manag 28(1):95–121
DyeCoo (2012) DyeCoo CO 2 dyeing technology
Elkington J (1998) Partnerships from Cannibals with forks: the triple iottom line of 21st Century
Business, pp 37–51
Ellen MacArthur Foundation (2016) Intelligent assets: Unlocking the circular economy potential.
Ellen MacArthur Found. pp 1–25
A. Chari et al.
The DyeCoo case study is exemplary to showcase how industries who are willing
to implement clean technology innovations, can follow a proactive approach for decision making for sustainability. The prescriptive framework suggests that industries
should ‘sense’ customer and planetary requirements among others and go beyond
defensive and reactive sustainability performance measures for regulatory compliance. They should ‘adopt’ proactive long-term sustainability improvements to align
with their sustainability strategies in light of rapid technological advancements. The
measures taken should not only impact the organization internally, but also those
who are outside direct impact, i.e., the entire value chain, thus bringing about transparent collaborations and operations. It will then be possible for incumbent firms
in the textile industrial domain to move away from path dependencies and ‘transform’ into sustainable value-creating organisations by reducing costs along with
building a strong multi-level shareholder network. The framework acts as a foundation in improving an organization’s priorities and will be further developed in future
work to include data quality and availability for multi-criteria decision analysis in
sustainability performance measurement.
Acknowledgements The authors would like to thank DyeCoo, The Swedish School of Textiles at
Borås, JOIN and TEKO (Sweden’s Textile and Fashion Company) for their valuable input in this
study. The research was part of the project ClimaDye, financially supported by Climate-KIC and the
ongoing project ReWind, funded by the programme Produktion2030 within the Swedish Agency
for Innovation Systems (Vinnova).
References
Ackermann F, Eden C (2011) Strategic management of stakeholders: theory and practice. Long
Range Plann 44(3):179–196
Ansoff H, McDonnell E (1986) The new corporate strategy. Sidgwick & Jackson
Armenakis A (1999) Organizational change: a review of theory and research in the 1990s. J Manage
25(3):293–315
Bocken N, Short S, Rana P, Evans S (2013) A value mapping tool for sustainable business modelling.
Corp Gov 13(5):482–497
Choudhury AKR (2014) Environmental impacts of the textile industry and its assessment through
life cycle assessment
Cid MVF, Van Spronsen J, Van Der Kraan M, Veugelers WJT, Woerlee GF (2005) Excellent dye
fixation on cotton dyed in supercritical carbon dioxide using fluorotriazine reactive dyes, pp
609–616
Damschroder LJ, Aron DC, Keith RE, Kirsh SR, Alexander JA, Lowery JC (2009) Fostering
implementation of health services research findings into practice: a consolidated framework for
advancing implementation science. Implement Sci 4(1):1–15
Deradjat D, Minshall T (2017) Implementation of rapid manufacturing for mass customisation. J
Manuf Technol Manag 28(1):95–121
DyeCoo (2012) DyeCoo CO 2 dyeing technology
Elkington J (1998) Partnerships from Cannibals with forks: the triple iottom line of 21st Century
Business, pp 37–51
Ellen MacArthur Foundation (2016) Intelligent assets: Unlocking the circular economy potential.
Ellen MacArthur Found. pp 1–25