In recent years, the number of new organizations aiming to accomplish principles of sustainability has rapidly grown, leading analysts and scholars to announce almost a new industrial revolution. An example of this is the proliferation of the so-called fabrication laboratories (FabLabs) that nowadays are perceived as being forerunners in innovative and sustainable high-tech production through peer-to-peer collaborative practices and sharing. However, the challenges managers face in translating these promotional aims into organizational action is vastly understudied. To address this research gap, we have studied the management of two FabLabs, in Italy and Finland. In this study, we draw from a psycho-sociological framework applying cultural-historical activity theory, and especially from the concepts of activity system and contradiction. According to this perspective, a sustainable organization is based on promotion, enrichment, regeneration, and flexible change efforts, and it is related to the managerial and ability to bring internal and external stakeholders together to recognize and solve tensions and contradictions collectively. Through our case studies, we have provided new research knowledge on how managers make an effort to translate sustainability into action in the complex context of FabLabs, involving multiple, often competing stakeholders and activity systems. Our analysis reveals multiple tensions in the collective activity, stemming from system level contradictions, which represent a challenge for the daily work of the FabLab managers. In the paper we also suggest how an engaged management orientation towards sustainably can be promoted, and we discuss future research topics.

Galuppo, L., Kajamaa, A., Ivaldi, S., Scaratti, G., Translating sustainability into action: A management challenge in FabLabs, <<SUSTAINABILITY>>, 2019; 11 (6): 1676-1696. [doi:10.3390/su11061676] [http://hdl.handle.net/10807/134054]

Translating sustainability into action: A management challenge in FabLabs

Galuppo, Laura
Primo
;
Ivaldi, Silvia
Penultimo
;
Scaratti, Giuseppe
Ultimo
2019

Abstract

In recent years, the number of new organizations aiming to accomplish principles of sustainability has rapidly grown, leading analysts and scholars to announce almost a new industrial revolution. An example of this is the proliferation of the so-called fabrication laboratories (FabLabs) that nowadays are perceived as being forerunners in innovative and sustainable high-tech production through peer-to-peer collaborative practices and sharing. However, the challenges managers face in translating these promotional aims into organizational action is vastly understudied. To address this research gap, we have studied the management of two FabLabs, in Italy and Finland. In this study, we draw from a psycho-sociological framework applying cultural-historical activity theory, and especially from the concepts of activity system and contradiction. According to this perspective, a sustainable organization is based on promotion, enrichment, regeneration, and flexible change efforts, and it is related to the managerial and ability to bring internal and external stakeholders together to recognize and solve tensions and contradictions collectively. Through our case studies, we have provided new research knowledge on how managers make an effort to translate sustainability into action in the complex context of FabLabs, involving multiple, often competing stakeholders and activity systems. Our analysis reveals multiple tensions in the collective activity, stemming from system level contradictions, which represent a challenge for the daily work of the FabLab managers. In the paper we also suggest how an engaged management orientation towards sustainably can be promoted, and we discuss future research topics.
2019
Inglese
Galuppo, L., Kajamaa, A., Ivaldi, S., Scaratti, G., Translating sustainability into action: A management challenge in FabLabs, <<SUSTAINABILITY>>, 2019; 11 (6): 1676-1696. [doi:10.3390/su11061676] [http://hdl.handle.net/10807/134054]
File in questo prodotto:
File Dimensione Formato  
2_SS.pdf

accesso aperto

Tipologia file ?: Versione Editoriale (PDF)
Licenza: Creative commons
Dimensione 494.66 kB
Formato Unknown
494.66 kB Unknown Visualizza/Apri

I documenti in IRIS sono protetti da copyright e tutti i diritti sono riservati, salvo diversa indicazione.

Utilizza questo identificativo per citare o creare un link a questo documento: https://hdl.handle.net/10807/134054
Citazioni
  • ???jsp.display-item.citation.pmc??? ND
  • Scopus 10
  • ???jsp.display-item.citation.isi??? 8
social impact