محرکهای عملکرد پایدار در صنعت تولید فلز
Abstract
1- Introduction
2- Literature review
3- Solution methodology
4- Application of the proposed research framework
5- Conclusion
References
Abstract
Traditionally, the metal manufacturing industry in China is focused only on economic growth and just in the past decade, environmental regulatory policies have started to emphasize organizational sustainable improvements. Thus, the metal manufacturing industry in China has a high potential for value addition and organizational change for sustainability. The success of organizational change for sustainability should be based on an in- depth insight into barriers to organizational change for sustainability and drivers which support sustainable performance. In this context, this study employed interpretive structural modeling (ISM) technique and Technique for Order Performance by Similarity to Ideal Solution (TOPSIS) to examine the barriers to organizational change for sustainability and drivers which support sustainable performance. Firstly, ISM technique was applied to select the key barriers to organizational change for sustainability based on experts’ evaluations in the Chinese metal manufacturing industry. Then, TOPSIS model was applied to assess and prioritize the drivers which support sustainable performance with respect to their influence on the key barriers. Based on the study results, inefficient legal framework, inadequate proactive plans, lack of sustainable waste management and preferences of institutional buyers are the key barriers. Furthermore, enforcing government regulations, integrating sustainability in proactive plans, promoting sustainable products and developing infrastructure support and facility for sustainability were found to be the most influential drivers. This study will enable managers and government bodies to manage their resources in an efficient way so that organizational change management for sustainability can be achieved in the metal manufacturing industry in China.
Introduction
Organizations are integral part of modern societies being complex social systems with sets of interrelated units in joint problem- solving to accomplish a goal and classified as civil society, companies and public agencies (Lozano and Haartman, 2018). Usually, organizations are influenced by circumstances that act beyond their boundaries, which influence their strength to acquire and utilize resources to create value. The main aim of organizational change which is generally an anticipated, prepared for and managed opportunity is to transit from a current status quo to a better state. Organizational changes that cause a shift in the status quo are bound to encounter resistance at the various organizational hierarchical levels. Resistance to organizational change and lack of appropriate response to new opportunities can result in unsustainable conditions; thus sustainable performance can be the main justification for organizational change (Lozano, 2012). Organizations have become a main focus of attention in the sustainability debate and perceived as possessing resources, technology and motivation to work towards more sustainable societies (Lozano, 2012). Sustainability is often referred to as the triple- bottom- line because it involves the integration of environmental and social responsibilities with economic goals to create value for the company as well as for society (Rankin et al., 2011). In this context, organizations and managers are increasingly recognizing the interrelationships between economic benefits, social and environmental consequences as well as their short and long term effects on change for sustainability. Long- lasting organizational change for sustainability requires in addition to the development of sustainability visions for the future, the identification and examination of barriers which pose resistance and respective drivers which support sustainable performance. Many managers not only underestimate the causes of resistance to change towards sustainability, but also the drivers which influence organizational change to sustainable performance (Kotter and Schlesinger, 2008). Organizations need to have an explicit approach for addressing and managing change. Furthermore, an insight on the appropriate strategies in order to catalyze change from the unsustainable status quo to a more- sustainable state is crucial (Lozano, 2015). Innovation can provide a solution to the main environmental issues, but often meets resistance thus necessitating adjusting its output to ensure successful adoption (Acciaro et al., 2014). Certain barriers usually hinder organizational change for sustainability; identifying them can help to apply appropriate strategies to overcome them, thus helping to better incorporate and institutionalize sustainability (Lozano, 2012).