TY - JOUR
T1 - Translating sustainability into action: A management challenge in FabLabs
AU - Galuppo, Laura
AU - Kajamaa, Anu
AU - Ivaldi, Silvia
AU - Scaratti, Giuseppe
PY - 2019
Y1 - 2019
N2 - In recent years, the number of new organizations aiming to accomplish principles of sustainability has rapidly grown, leading analysts and scholars to announce almost a new industrial revolution. An example of this is the proliferation of the so-called fabrication laboratories (FabLabs) that nowadays are perceived as being forerunners in innovative and sustainable high-tech production through peer-to-peer collaborative practices and sharing. However, the challenges managers face in translating these promotional aims into organizational action is vastly understudied. To address this research gap, we have studied the management of two FabLabs, in Italy and Finland. In this study, we draw from a psycho-sociological framework applying cultural-historical activity theory, and especially from the concepts of activity system and contradiction. According to this perspective, a sustainable organization is based on promotion, enrichment, regeneration, and flexible change efforts, and it is related to the managerial and ability to bring internal and external stakeholders together to recognize and solve tensions and contradictions collectively. Through our case studies, we have provided new research knowledge on how managers make an effort to translate sustainability into action in the complex context of FabLabs, involving multiple, often competing stakeholders and activity systems. Our analysis reveals multiple tensions in the collective activity, stemming from system level contradictions, which represent a challenge for the daily work of the FabLab managers. In the paper we also suggest how an engaged management orientation towards sustainably can be promoted, and we discuss future research topics.
AB - In recent years, the number of new organizations aiming to accomplish principles of sustainability has rapidly grown, leading analysts and scholars to announce almost a new industrial revolution. An example of this is the proliferation of the so-called fabrication laboratories (FabLabs) that nowadays are perceived as being forerunners in innovative and sustainable high-tech production through peer-to-peer collaborative practices and sharing. However, the challenges managers face in translating these promotional aims into organizational action is vastly understudied. To address this research gap, we have studied the management of two FabLabs, in Italy and Finland. In this study, we draw from a psycho-sociological framework applying cultural-historical activity theory, and especially from the concepts of activity system and contradiction. According to this perspective, a sustainable organization is based on promotion, enrichment, regeneration, and flexible change efforts, and it is related to the managerial and ability to bring internal and external stakeholders together to recognize and solve tensions and contradictions collectively. Through our case studies, we have provided new research knowledge on how managers make an effort to translate sustainability into action in the complex context of FabLabs, involving multiple, often competing stakeholders and activity systems. Our analysis reveals multiple tensions in the collective activity, stemming from system level contradictions, which represent a challenge for the daily work of the FabLab managers. In the paper we also suggest how an engaged management orientation towards sustainably can be promoted, and we discuss future research topics.
KW - Activity system
KW - Activity theory
KW - Contradiction
KW - Geography, Planning and Development
KW - Management, Monitoring, Policy and Law
KW - Renewable Energy, Sustainability and the Environment
KW - Stakeholder engagement
KW - Sustainability
KW - Activity system
KW - Activity theory
KW - Contradiction
KW - Geography, Planning and Development
KW - Management, Monitoring, Policy and Law
KW - Renewable Energy, Sustainability and the Environment
KW - Stakeholder engagement
KW - Sustainability
UR - http://hdl.handle.net/10807/134054
UR - https://res.mdpi.com/sustainability/sustainability-11-01676/article_deploy/sustainability-11-01676.pdf
U2 - 10.3390/su11061676
DO - 10.3390/su11061676
M3 - Article
SN - 2071-1050
VL - 11
SP - 1676
EP - 1696
JO - Sustainability
JF - Sustainability
ER -