Journal Articles

Permanent URI for this collectionhttps://mro.massey.ac.nz/handle/10179/7915

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Author: search.filters.author.Palakshappa NSubject: search.filters.subject.1503 Business and Management

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    Tension and Paradox in Women-Oriented Sustainable Hybrid Organizations: A Duality of Ethics
    (Springer, 4/05/2023) Palakshappa N; Dodds S; Grant S
    The pursuit of social goals and ethics in business creates challenges. Sustained efforts to address poverty, environmental degradation or health/wellbeing require meaningful and transformative responses that impact across multiple levels—individual, community and the global collective. Shifting predominant paradigms to facilitate change entails a renegotiation of business strategy—between organizations, their purpose(s), individual and collective stakeholders and ultimately with society at large. Hybrid organizations such as social enterprises are positioned to affect such change. However, in balancing divergent goals such organizations encounter tensions and paradox, creating a duality of ethics. Utilizing in-depth interviews to develop a case within the sustainable fashion industry, we identify tensions and paradox within women-oriented hybrid organizations. Significantly, managing these tensions and paradox results in multiple dualities of ethics, often with a wider impact on organizational founders/managers. We find three interrelated ethical dualities: business strategy and personal values; financial sustainability and holistic sustainability; and business, employee, societal wellbeing, and personal wellbeing. This insight is noteworthy when looked at within the broader context of sustainability and highlights the importance of sustainability in women-oriented hybrid organizations.
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    Broadening the Circle: Creativity, Regeneration and Redistribution in Value Loops
    (Emerald, 31/03/2023) Palakshappa N; Venkateswar S; Ganesh S
    Increasing industrial agriculture and economic crisis has generated creative responses in pursuit of responsible solutions to the human and environmental cost of globalization by applying these models to promote social responsibility, help sustain livelihoods and foster biodiversity. A key issue concerns how responsible and circular businesses might provide appropriate responses to large-scale ‘wicked’ problems. This paper asks what such creativity looks like in the context of a circular economy that attempts to build closed value loops, by examining a case from the organic cotton textile industry: Appachi Eco-Logic. We use an ethnographic extended-case approach to identify two phases of creative growth at Appachi Eco-Logic, examining how closing the value loop and creating circularity involved broadening the circle to include more and more actors. We identify two major challenges to achieving and maintaining full circularity before concluding with a broad provocation for the study of circular economies.