Beyond the Planning Myth: Crafting Environmental Sustainability Strategy

Abstract

The global business environment presents formidable environmental challenges, compelling organizations to adopt adaptive, multi-dimensional sustainability strategies. Amidst unprecedented climate shifts, technological advances, and evolving consumer preferences, businesses face the imperative to rethink traditional approaches. Economic volatility and competitive pressures necessitate strategic planning and ongoing innovation to maintain competitiveness. Stakeholders increasingly demand ethical and sustainable practices, driving organizations to prioritize responsible operations. This study focuses on the co-constitution of environmental sustainability strategies in heavy industrial sectors. Employing a co-constitutive theoretical lens, it inquires into the complexities of strategizing beyond conventional planning paradigms. Through qualitative methods such as interviews and document analysis, data was collected from multinational heavy industry firms. The findings highlight the dynamic interplay between regulatory mandates, stakeholder expectations, and organizational activities in shaping sustainability strategies. This research paper contributes valuable insights into how environmental sustainability strategies are formed within heavy industrial organizations. It emphasizes the importance of a holistic approach that recognizes the interconnectedness of internal and external factors, with implications for both theory and practice in organizational sustainability management.