Natural resource depletion urges us to find new ways of managing natural resources in a more sustainable way. However, developing sustainable innovations to better deploy natural resources does not automatically lead to sustainable practices in the industries. That’s why, this article seeks to understand how innovation can actually lead to transition toward sustainability. To understand how sustainability transitions eventually occur, this article adopts a relational perspective on sustainability transitions and focuses on the practices and discourses that take place within three industries that experience transitions in natural based industry. This shows that transitions occur by reshaping the value of natural resources and restructuring the industries involved. In doing so, this article contributes to a better understanding of the relational perspective on sustainability transitions and draws consequences on how to rethink natural resource management to make it more sustainable.
This article distinguishes between a grand definition of strategy, which refers to the fit between organizations and their environment, and a contingent definition of strategy, which refers to how strategy is practiced by organizations at a given moment in time. Building on the role that management consultants play in providing organizations with a fit with their environment, it examines their evolving activities since the birth of the modern corporation and derives the corresponding contingent strategies. In doing so, this article contributes to debates about strategy definition and to theorizing about the role of management consultants.
