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Publications (3 of 3) Show all publications
Linden, H. & Santonen, T. (2019). Innovation Camp: A tool for Circular Economy product development. In: : . Paper presented at Life Cycle Management.
Open this publication in new window or tab >>Innovation Camp: A tool for Circular Economy product development
2019 (English)Conference paper, Oral presentation only (Other academic)
Life cycle management, Innovation camp
National Category
Environmental Sciences
urn:nbn:se:ri:diva-39957 (URN)
Life Cycle Management
Available from: 2019-09-24 Created: 2019-09-24 Last updated: 2019-10-14Bibliographically approved
Linden, H., Baumann, H. & Rex, E. (2019). LCM development: focusing on the LC promoters and their organizational problem-solving. The International Journal of Life Cycle Assessment, 24(2), 297-309
Open this publication in new window or tab >>LCM development: focusing on the LC promoters and their organizational problem-solving
2019 (English)In: The International Journal of Life Cycle Assessment, ISSN 0948-3349, E-ISSN 1614-7502, Vol. 24, no 2, p. 297-309Article in journal (Refereed) Published
Abstract [en]

Purpose: Life cycle management (LCM) implies a specific sustainability perspective which extends environmental management along the product life cycle, with the aim of decreasing negative environmental impact throughout the product chain. Research has identified that the adoption of LCM in the industry depends upon its situational adaptation to the organizational context. Even so, little is known about the specifics of this adaptation. With this paper, our aim is to add knowledge on LCM adoption and adaptation. Methods: A systematic analysis of empirical material on life cycle (LC) activity in six multinational corporations (MNCs) is conducted, by applying a secondary analysis of qualitative data (Heaton 2008). In order to study instances of LCM adoption and adaptation, we focus on the acts and situations of LC promoters. The identified instances are analyzed through the lens of situated problem-solving (Kuhn and Jackson 2008). Results and discussion: Sixty-seven instances of LC promotion were identified and analyzed, resulting in the identification of eight categories of problem-situations typically encountered by LC promoters. The identified problem-situations represent different situations when the organizational appropriateness of the LC approach is at stake and to which responses tailored to the organization are put forward by a LC promoter. The results bring to the fore the ubiquity of organizational and creative problem-solving, highlighting the role of LC promoters as change agents for LCM adoption, and depict the development of LCM as an emergent practice, rather than an implementation process. Conclusions: This paper provides a first systematic analysis of LC promoters enacting a variety of responses to organizationally challenging LC situations, thus detailing the adaptation necessary for embedding LCM in the industry. Findings show that the development of LCM to a great extent is about the promotion of a LC approach, and that LC promoters need organizational knowing, in addition to LC knowing, to make the LC approach relevant to management and business.

Life cycle (LC) promoters, Life cycle management (LCM), Life cycle thinking (LCT), Organizational problem-solving, Situational adaptation, Sustainability, adoption, article, embedding, life cycle, problem solving, promoter region, secondary analysis
National Category
Natural Sciences
urn:nbn:se:ri:diva-35914 (URN)10.1007/s11367-018-1523-z (DOI)2-s2.0-85053238346 (Scopus ID)
Available from: 2018-11-06 Created: 2018-11-06 Last updated: 2019-08-20Bibliographically approved
Lindén, H., Rosén, M. & Baumann, H. (2019). Product chain collaboration for sustainability: A business case for life cycle management. Business Strategy and the Environment
Open this publication in new window or tab >>Product chain collaboration for sustainability: A business case for life cycle management
2019 (English)In: Business Strategy and the Environment, ISSN 0964-4733, E-ISSN 1099-0836Article in journal (Refereed) Published
Abstract [en]

Life cycle management (LCM) is frequently described as a holistic sustainability perspectivealong the product chain. It has mainly been a company internal practice.However, recent developments reveal a new type of LCM where companies collaboratein product‐chain‐specific initiatives. This raises questions concerning why corporationsextend “corporate LCM” toward “product chain LCM”. Here, we explorerationales and challenges for corporations engaging in one such coalition: The SustainableTransport Initiative. The study covers five companies in different productchain positions and practitioners in different corporate functions. The results showa broad range of rationales for engaging in product chain LCM, related both to selfinterestand a shared interest in the product chain. The importance of the “businesscase,” both for the individual companies and the product chain, is identified. Theimportance of sustainability managers as actors and as facilitators in discussionsbetween managers from different corporate functions is also identified.

business case, challenges, collaboration, life cycle management, rationales, sustainable business
National Category
Environmental Sciences
urn:nbn:se:ri:diva-40585 (URN)10.1002/bse.2388 (DOI)
Available from: 2019-10-28 Created: 2019-10-28 Last updated: 2019-10-31Bibliographically approved

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