Browsing by Author "Figge, Frank"
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- The biodiversity moonshot: a spark for a transformative change or a new business-case facade?Publication . Testa, Francesco; Minin, Alberto Di; Tosi, Duccio; Cucino, Valentina; Ontano, Gianmaria; Russo, Michael V.; Dahlmann, Frederik; Banerjee, Subhabrata Bobby; Thorpe, Andrea Stevenson; Figge, Frank; Shapira, Philip; Unter, Kerrigan Marie Machado; Walls, Judith; Darnall, Nicole; McCarthy, Adam; Ferri, Priscila; Holland, Claire; Cricchio, JacopoBiodiversity has recently gained increased attention in sustainability management research. It sustains the ecosystems on which organizations depend, while simultaneously being threatened by organizational activities. By highlighting this dynamic of impact and dependence, the integration of biodiversity into management discourse offers an opportunity to foster a more holistic understanding of the business–nature relationship, grounded in a systems perspective. At the same time, however, there is a risk that biodiversity will be reduced to yet another environmental variable subsumed within the prevailing business-case logic that views nature primarily as a source of economic value. This approach has proven inadequate to drive the transformative change needed to address the environmental crisis. Drawing on a discussion among scholars, this essay outlines six critical challenges—measurement, strategic decision making, innovation, public policy, interdisciplinary approaches, and dominant ontologies—which, depending on how they are addressed, may either catalyze a rethinking of the business–nature relationship or merely perpetuate existing paradigms.
- Making sustainability tensions salient: changing information or people?Publication . Manzhynski, Siarhei; Figge, Frank; Thorpe, Andrea StevensonSustainability issues are associated with numerous tensions. These tensions are sometimes being referred to as wicked or even paradoxical. As long as tensions stay latent for organizational members, they will not be perceived and, thus, will not be adequately managed. The question of how tensions become salient is therefore of particular interest. Prior research suggests that contextual and cognitive factors render latent tensions salient and argues that advanced cognition is required to recognize sustainability tensions. In this paper, we show that developing cognition is only one possible strategy. We argue that information links a situation with actors' cognition and is therefore vital for rendering latent sustainability tensions salient. We show that simplifying information and making information more complex are two additional ways to recognize sustainability tensions. The situation–information–cognition (SIC) rule we develop in this article shows when and under which conditions the three strategies apply interchangeably or in combination.