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The purpose of this paper is to introduce the concept of embeddedness, highlight its connection with corporate social responsibility (CSR) strategies, and argue for its importance in securing and strengthening organizational resiliency.

Embeddedness and CSR are both well-researched topics but have been typically addressed on separate literature streams. The paper draws upon this diverse literature to introduce a conceptual framework for embeddedness in CSR.

The paper illustrates the importance of embeddedness and how it can enhance existing CSR strategies. A strongly embedded organization becomes deeply rooted on its socio-economic and natural environments, thus setting a symbiotic relationship that extends beyond any narrowly defined business purposes. Strong embeddedness has the potential to increase and further expand any CSR-related benefits while shielding the firm from economic downturns and thus increasing its resilience.

The paper builds upon CSR literature by incorporating the concept of embeddedness and then proposing how such an approach can strengthen an organization and increase its resilience.

The purpose of this article is to introduce identity economics in the individual and organizational level, and highlight its impact on organizational performance, especially when dealing with foundational issues such as sustainability.

Identity, sustainability, and the role of personal values in organizational performance are well researched topics that have been typically addressed on different literature streams. The article draws from this diverse literature to introduce identity effects in individual and organizational levels, and further explore how such elements link to the rising popularity of the sustainability discourse and how they can affect operations in an organization.

The article highlights the importance of identity effects on organizational operations and performance, especially when dealing with foundational issues such as sustainability perceptions.

The article builds upon the recent developments in the field of identity economics to introduce identity in the sustainability discourse and explore how (mis)alignment between identity values on sustainability and organizational culture can affect organizational operations and individual performance.

The purpose of this article is to discuss the participative and inclusive approach to organizational change and provide empirical insights from a successful case.

The article builds upon a qualitative case study on organizational change. The author conducted 12 interviews with past directors and managers that took active part in Valio’s strategic change.

The findings indicate how inclusiveness can be implemented in the three central areas of strategic change management: communicating, debating and implementing change. Inclusiveness can strengthen the legitimacy of the change process and allow for solutions to emerge from within the organization. The former becomes especially important in cases where strategic change involves difficult decisions like downsizing and layoffs, while the latter can give rise to original approaches that can be particularly suited to the organization and are thus easier to implement and be accepted.

The article presents empirical insights from a case study to propose inclusiveness as a central element in organizational change. Such insights can help managers and organization leaders seeking to initiate strategic change.