Sensing and seizing in the apparel industry: the role of dynamic capabilities in fostering sustainable strategic orientations

Abstract

Purpose

This paper aims to explore how the dynamic capabilities sensing and seizing could support a sustainable (either instrumental or stewardship) strategic orientation in the apparel industry.

Design/methodology/approach

Through qualitative and inductive research design, ten companies from the Sustainable Apparel Coalition, specifically focusing on brands, were researched. Employees in strategic positions were interviewed. Subsequently, thematic analysis was realized to extract findings from both instrumental and stewardship organizations.

Findings

Instrumental organizations focus on increasing their brand, mainly by following market demands. They sense opportunities via a hierarchical organizational structure that allows for incremental innovation based on internal competition. Stewardship organizations believe in a collective approach toward conducting business effectively. While building a “sustainable case for business”, a stewardship-oriented company senses by involving their stakeholders and seeks unorthodox opportunities using a long-term internal compass as a beacon for decision-making.

Originality/value

Key capabilities are revealed that allow businesses and managers to reach higher levels of sustainability in a specific sector: the apparel industry. Especially the capabilities of stewardship-oriented companies and its ambidexterity provide a fertile base for future research at the nexus of organization development and sustainability.

Citation

Chevrollier, N. and Kuijf, F. (2023), "Sensing and seizing in the apparel industry: the role of dynamic capabilities in fostering sustainable strategic orientations", International Journal of Organizational Analysis, Vol. 31 No. 3, pp. 605-623. https://doi.org/10.1108/IJOA-02-2021-2620