134
3 Methodology
We use a framework which captures all the important elements presented in the
above sections. It provides the applications of LCA in different contexts of companies for various purposes. This framework provides guidance for the description of
case studies. A case study approach is recommended to investigate the value creation
with sustainability (Reed 2001 ). Thus, the descriptive case study approach (Scapens
1990 ; Jupp 2006 ) was employed with two chemical companies. This enabled us to
investigate the phenomenon of value creation with sustainability, especially LCA,
in real-life contexts. The main elements of case studies are the drivers, the communication, embedding sustainability in business decisions, and sustainable value
creation. Each case study focused on a specifi c example to study the similarities and
differences of approaches between different companies with different examples.
Multiple case study approach can confi rm the reproducibility of the proposed
approach (theory) and its practical implementation in real life situations. Therefore,
a multiple case study approach is employed. This can provide stronger evidence
than a single case study with regard to creation of value with LCA and its implementation in companies (Eisenhardt and Graebner 2007 ).
3.1 Description of Sustainable Value Framework
for Chemical Industry
In order to integrate sustainability in the core business, functional managers, top
management and investors need to be convinced of value creation from sustainability.
The sustainable value framework, see Fig. 11.2 , helps to link sustainability and
value creation.
Figure 11.2 shows the multidimensional construct of the sustainable value framework that blends two dimensions. The vertical axis is about balancing the short term
results such as fi nancial improvements while making progress for the long term
business growth and success in a competitive and disruptive technological landscape.
The horizontal axis shows the fi rms’ need to manage and grow internal organizational skills and capabilities while capturing the new perspectives, knowledge, and
challenges posed by external stakeholders. Strategies on the left side are within the
purview of a corporation, and the strategies on the right side are mostly driven by
other stakeholders or changing environmental, social, and market circumstances.
There are four sets of sustainability drivers that are also found in literature (Lozano
2013 ; Epstein and Roy 2001 ; UNEP/TU Delft 2007 ). The fi rst set of drivers
(lower- left quadrant) is pollution, waste and higher productivity, the second set of
drivers (lower-right) is transparency and regulations, the third set of drivers (top-left)
is growing environmental footprint, resource depletion, higher worker income and
employability, the fourth set of drivers (top-right) is megatrends such as population,
inequality and planetary boundaries. Addressing these drivers with a proper strategy
B.M.K. Manda et al.
3 Methodology
We use a framework which captures all the important elements presented in the
above sections. It provides the applications of LCA in different contexts of companies for various purposes. This framework provides guidance for the description of
case studies. A case study approach is recommended to investigate the value creation
with sustainability (Reed 2001 ). Thus, the descriptive case study approach (Scapens
1990 ; Jupp 2006 ) was employed with two chemical companies. This enabled us to
investigate the phenomenon of value creation with sustainability, especially LCA,
in real-life contexts. The main elements of case studies are the drivers, the communication, embedding sustainability in business decisions, and sustainable value
creation. Each case study focused on a specifi c example to study the similarities and
differences of approaches between different companies with different examples.
Multiple case study approach can confi rm the reproducibility of the proposed
approach (theory) and its practical implementation in real life situations. Therefore,
a multiple case study approach is employed. This can provide stronger evidence
than a single case study with regard to creation of value with LCA and its implementation in companies (Eisenhardt and Graebner 2007 ).
3.1 Description of Sustainable Value Framework
for Chemical Industry
In order to integrate sustainability in the core business, functional managers, top
management and investors need to be convinced of value creation from sustainability.
The sustainable value framework, see Fig. 11.2 , helps to link sustainability and
value creation.
Figure 11.2 shows the multidimensional construct of the sustainable value framework that blends two dimensions. The vertical axis is about balancing the short term
results such as fi nancial improvements while making progress for the long term
business growth and success in a competitive and disruptive technological landscape.
The horizontal axis shows the fi rms’ need to manage and grow internal organizational skills and capabilities while capturing the new perspectives, knowledge, and
challenges posed by external stakeholders. Strategies on the left side are within the
purview of a corporation, and the strategies on the right side are mostly driven by
other stakeholders or changing environmental, social, and market circumstances.
There are four sets of sustainability drivers that are also found in literature (Lozano
2013 ; Epstein and Roy 2001 ; UNEP/TU Delft 2007 ). The fi rst set of drivers
(lower- left quadrant) is pollution, waste and higher productivity, the second set of
drivers (lower-right) is transparency and regulations, the third set of drivers (top-left)
is growing environmental footprint, resource depletion, higher worker income and
employability, the fourth set of drivers (top-right) is megatrends such as population,
inequality and planetary boundaries. Addressing these drivers with a proper strategy
B.M.K. Manda et al.