Harnessing Latent Sustainability: A Postcolonial Perspective
Free (open access)
289 - 300
S. Sharma, S. M. Singh, I. Kularatne
In this paper, we have introduced a new form of sustainability that is holistic. It is based on a belief that promoting economic sustainability in the value chain can help in attaining economic, social and environmental sustainability. Hence, we argue that focussing on economic sustainability is paramount for any business aiming to attain long term sustainability. Our proposed theory is based on a single case study of an Indian Multinational Corporation (IMNC) Aubade New Zealand Ltd (ANZL). We have applied a postcolonial perspective to analyse the international business practices of ANZL. This helped in illustrating the presence of hybridity amongst the senior management and therefore they adopted a new strategy of backward integration. The strategy has assisted them in gaining the trust of the value chain members in New Zealand and in India. It is also helping in delaying the deskilling process in India. In fact, the strategy of backward integration is serving ANZL in attaining economic, social and environmental sustainability.
latent sustainability, postcolonial theory, hybridity, international business, innovation, strategic management, critical management research