The Role of Partnership Portfolios for Sustainability in Addressing the Stability-Change Paradox: Dong/Ørsted’s Transition From Fossil Fuels to Renewables

Tulin Dzhengiz, Leona a. Henry, Khaleel Malik

Research output: Contribution to journalArticlepeer-review

Abstract

This article investigates how firms address the stability-change paradox inherent in sustainability transitions through the maintenance and utilization of a portfolio of sustainability-oriented partnerships. Drawing on a retrospective case study of Dong/Ørsted, a Danish energy company, we demonstrate the varying manifestations of the stability-change paradox during different phases of the company’s transition, influenced by both exogenous and endogenous factors. Furthermore, our findings reveal how Dong/Ørsted employed their partnership portfolio to implement diverse responses to manage the paradox. Based on these findings, we argue that partnership portfolios can serve as spatiotemporal pockets, enabling organizations to effectively address and leverage the temporal and spatial aspects inherent in sustainability paradoxes. Additionally, we highlight how partnership portfolios facilitate sustainability transitions by creating and leveraging different forms of collaborative value.
Original languageEnglish
JournalBusiness & Society
Early online date27 Nov 2023
DOIs
Publication statusE-pub ahead of print - 27 Nov 2023

Keywords

  • paradox
  • stability and change
  • partnership portfolios
  • spatiotemporality

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