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Bridging the gap

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dc.contributor Aalto-yliopisto fi
dc.contributor Aalto University en
dc.contributor.author Dzhengiz, Tulin
dc.date.accessioned 2020-10-30T12:46:04Z
dc.date.available 2020-10-30T12:46:04Z
dc.date.issued 2020-10-19
dc.identifier.citation Dzhengiz , T 2020 , ' Bridging the gap : organisational value frames and sustainable alliance portfolios ' , Green Finance , vol. 2 , no. 4 , pp. 323-342 . https://doi.org/10.3934/GF.2020018 en
dc.identifier.issn 2643-1092
dc.identifier.other PURE UUID: 90396848-7eee-4f02-80fa-630e424dbb3a
dc.identifier.other PURE ITEMURL: https://research.aalto.fi/en/publications/90396848-7eee-4f02-80fa-630e424dbb3a
dc.identifier.other PURE LINK: https://www.aimspress.com/fileOther/PDF/GF/GF-02-04-018.pdf
dc.identifier.other PURE FILEURL: https://research.aalto.fi/files/52328370/GF_02_04_018.pdf
dc.identifier.uri https://aaltodoc.aalto.fi/handle/123456789/47333
dc.description.abstract Research on sustainability-oriented partnerships focused either on inter-firm or cross-sector partnerships separately and often took the partnership as a level of analysis. As opposed to the partnership level, the firm-level analysis that investigates portfolios of sustainability-oriented partnerships were brought forward by only a few studies. By drawing on the literature of alliance portfolios, this paper builds the notion of “sustainable alliance portfolio” further to move scholarly attention towards the bigger picture of firms’ partnership efforts for sustainability. Taking stock on the research that introduced organisational cognition to corporate sustainability which showed how partners’ value frames co-evolve, converge, diverge or fuse over time; this paper theorises how business case and paradoxical frames impact the configuration, management and development of sustainable alliance portfolios. Overall, this paper bridges the gap between two constructs-organisational value frames and sustainable alliance portfolios- and offers propositions for future research to draw attention to the under-theorised portfolios of sustainability-oriented partnerships. en
dc.format.extent 323–343
dc.format.mimetype application/pdf
dc.language.iso en en
dc.publisher AIMS Press
dc.relation.ispartofseries Green Finance en
dc.relation.ispartofseries Volume 2, issue 4 en
dc.rights openAccess en
dc.title Bridging the gap en
dc.type A2 Katsausartikkeli tieteellisessä aikakauslehdessä fi
dc.description.version Peer reviewed en
dc.contributor.department Department of Management Studies
dc.subject.keyword sustainability
dc.subject.keyword partnerships
dc.subject.keyword alliances
dc.subject.keyword alliance portfolios
dc.subject.keyword partnership portfolios
dc.subject.keyword frames
dc.subject.keyword organisational cognition
dc.subject.keyword business case
dc.subject.keyword paradoxical
dc.identifier.urn URN:NBN:fi:aalto-202010306216
dc.identifier.doi 10.3934/GF.2020018
dc.type.version publishedVersion

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