Sustainable business growth: exploring operations decision-making
Date issued
February 8, 2017
In
Journal of Global Responsibility
Vol
1
No
8
From page
83
To page
95
Reviewed by peer
1
Subjects
Business growth sustainability decision-making small and medium-sized companies SMEs longitudinal case study family business
Abstract
Purpose: The objective of this paper is to explore how operations decision-making may keep the growing firms within the boundaries of corporate and societal sustainability.
Design/methodology/approach: We classify operations decisions during growth periods according to the three dimensions of the triple bottom line (economic, social and environmental). By means of a longitudinal case study of a family-owned wood construction firm that is in a process of intense growth, we identify, visually represent and analyse the complex sequences of selected managerial operations decisions.
Findings: Our empirical data suggests that operations decisions made by managers during growth periods follow specific patterns. From our analysis, we derive various research propositions that investigate how a well-understood and therefore efficient and effective decision-making process can facilitate sustainable business growth.
Research limitations/implications: Our findings offer opportunities for future studies to zoom in on specific parts of the decision-making process during growth periods. Moreover, given the exploratory nature of our study, future research should test hypotheses derived from our research propositions.
Practical implications: This study investigates operations decision-making during growth, which is crucial for guiding companies through this complex transition phase.
Originality/value: This conceptual and empirical analysis explores new theory and contributes to the vastly under-researched subject of sustainable business growth.
Design/methodology/approach: We classify operations decisions during growth periods according to the three dimensions of the triple bottom line (economic, social and environmental). By means of a longitudinal case study of a family-owned wood construction firm that is in a process of intense growth, we identify, visually represent and analyse the complex sequences of selected managerial operations decisions.
Findings: Our empirical data suggests that operations decisions made by managers during growth periods follow specific patterns. From our analysis, we derive various research propositions that investigate how a well-understood and therefore efficient and effective decision-making process can facilitate sustainable business growth.
Research limitations/implications: Our findings offer opportunities for future studies to zoom in on specific parts of the decision-making process during growth periods. Moreover, given the exploratory nature of our study, future research should test hypotheses derived from our research propositions.
Practical implications: This study investigates operations decision-making during growth, which is crucial for guiding companies through this complex transition phase.
Originality/value: This conceptual and empirical analysis explores new theory and contributes to the vastly under-researched subject of sustainable business growth.
Publication type
journal article