Browsing by Author "Eweje, Gabriel"

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    Achieving holistic sustainability in Chinese and New Zealand business partnerships : an integrative approach : a thesis presented in partial fulfilment of the requirements for the degree of Doctor of Philosophy in Management at Massey University, Albany, Auckland, New Zealand
    (Massey University, 2020) Chen, Michelle Sitong
    Tensions in sustainability are a relatively new area and largely unexplored empirically between firms in collaborative business partnerships, particularly drawing from paradox theory and organisational ambidexterity theory. If these tensions cannot be understood and addressed adequately, it will not only have negative impacts on individuals’ interests, but also on the development of organisations and ultimately the prosperity of the society. Hence, this study examines empirically how tensions in addressing divergent sustainability issues arise, and are perceived and managed between Chinese and New Zealand firms in business partnerships. Guided by an interpretivist philosophy, this research adopts a qualitative and abductive approach as the preferred research method. In doing so, 33 in-depth individual interviews alongside one informal group discussion were carried out at 16 relatively large Chinese and NZ firms known for their commitment to sustainability that are in business partnerships. This thesis includes three empirical chapters. The first findings chapter identifies tensions in sustainability between Chinese and New Zealand firms and discovers the reasons for them. The findings reveal that the Chinese and New Zealand firms in business partnership are faced with complex and multiple sustainability tensions which are thus more difficult and challenging for them to address simultaneously. This chapter also shows that the tensions are caused by an integration of multiple reasons from individual, organisational and national levels. The second findings chapter explores how managers make sense of these tensions. The results delineate four kinds of managerial logic – paradoxical, contradictory, business and defensive – which are applied to make sense of different kinds of tensions. In contrast to prior studies, the findings reveal that paradoxical logic is the most common logic adopted by the managers at Chinese and NZ companies in business partnerships; as the other types – contradictory, business and defensive logic – are not commonly used. The third findings chapter investigates the strategies that Chinese and NZ firms adopted to manage the tensions in their business partnerships. The findings show two main approaches: trade-off and integrative. This research highlights that working through sustainability tensions using integrative approaches can bring proactive outcomes which will help these companies to advance their sustainability practice through inter-organisational learning, to enhance their mutual understanding and to strengthen their business partnerships over time, thus achieving holistic sustainability. This research contributes to scholarly understanding of tensions in sustainability between firms in collaborative business partnerships in relation to the nature of the tensions, reasons for the tensions, managerial sensemaking of tensions and the strategies for managing the tensions. This also adds value to paradox theory and organisational ambidexterity theory including structural and contextual ambidexterity, and their theoretical and practical implications for tensions in sustainability research.
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    CSR and staff retention in New Zealand companies: A literature review
    (Massey University. Department of Management and International Business, 2006) Eweje, Gabriel; Bentley, Tim
    This working paper examines the notion that there is a relationship between CSR and staff retention in organisations. Studies have shown that people are becoming more aware of business activities in many countries. As such, companies with good CSR policies are being rewarded by consumers and this is manifested in companies’ financial position in the long term. On the other hand, consumers will punish companies with poor CSR reputation. This review is illustrated through an analysis of literature on corporate social responsibility intended to advance that there is a relationship between CSR and staff retention in organisations. By translating the general principles of CSR into business practices, by developing better measures of CSR, and by empowering and engaging employees, businesses are more likely to embrace CSR so that it penetrates all business activities.
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    Partnering for progress: Business partnership with non-profits in New Zealand
    (Massey University. Department of Management and International Business, 2008) Eweje, Gabriel; Palakshappa, Nitha
    This paper examines partnerships between business organisations and non-profits in New Zealand. Collaboration is becoming increasingly essential as organisations grow in both size and influence, and public pressure intensifies for organisations to address pressing social and environmental concerns. An increasing number of businesses have responded by engaging in corporate citizenship programmes to resolve social problems. Social partnerships between business and non-profits are widely promoted as important new strategies which will bring significant benefits to wider stakeholders. A key concern in business/non-profit collaboration is how organisations might collaborate to achieve mutually beneficial objectives and align with the organisations corporate social responsibility. This research seeks to develop an understanding of what the objectives of such relationships might be and to what extent these objectives are achieved.
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    Stakeholder engagement as a facilitator of organizational learning
    (Massey University. Department of Management and International Business, 2008) Wu, Minyu; Eweje, Gabriel
    This paper examines the relationship between stakeholder engagement and competence building. Following the dual perspective of the firm, which indicated that managers deal with both transactions and competences concurrently, we argue that stakeholder interactions also concern both transaction cost reduction and value creation. Based on a review of the extant literature, we incorporated a micro-macro connection between organizational learning and competence building. Further to this, we developed a conceptual framework by linking stakeholder engagement and organizational learning. This framework demonstrates that stakeholder relations may have significant effects on organizational learning and thus stakeholder engagement can play the role of facilitator in building firm competences.
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    Sustainability in the mining sector of Ghana : an empirical study : a thesis presented in partial fulfilment of the requirement for the degree of Doctor of Philosophy in Management at Massey University, Albany, Auckland, New Zealand
    (Massey University, 2021) Amoah, Prince
    Sustainability in mining has received much global attention in recent years from academics, policy makers, and industry leaders, and other players. However, scant attention has been paid to examining the sustainability practices of mining companies within developing countries in addressing the proximate and long-term social and environmental impacts of mining activities. To address this knowledge gap, this study examines how large-scale mining companies address their social and environmental impacts through their sustainability practices. This study is situated within an interpretivist paradigm and employs a qualitative research methodology based on multiple cases, drawing on data from interviews with six (6) managers of multinational mining companies operating in Ghana, and 12 key stakeholder groups. This thesis contains four empirical findings chapters. The first of these examines the sustainability practices of large-scale mining companies in addressing environmental impacts throughout mine lifecycle. The findings indicate that the environmental sustainability practices are determined by regulatory compliance and corporate environmental responsibility. Although the environmental sustainability practices are predicated on the requirements in relevant policies and legislation, the findings demonstrate that regulatory pressures drive large-scale mining companies to embrace beyond compliance initiatives based on perceived ethical obligations. The second findings chapter examines the barriers to environmental sustainability implementation in large-scale mining in Ghana. The findings demonstrate that both institutional and corporate challenges are hindering effective sustainability implementation. The third findings chapter investigates the sustainability practices of large-scale mining companies in addressing social impacts throughout mining development. The findings show that large-scale mining companies have embraced a broader scope of social sustainability implementation based on a changing institutional environment. Drawing on stakeholder theory, the findings indicate that mine managers address social sustainability challenges based on instrumental and normative considerations. The fourth and final findings chapter examines the drivers for and barriers to mining companies’ social sustainability practices by drawing on stakeholder theory and institutional theory. The findings suggest that regulatory evolution, institutional pressures, post-closure legacies, transparency and disclosures, and managerial cognition are key drivers for the social sustainability implementation of large-scale mining companies. On the contrary, the barriers to social sustainability implementation stem from institutional voids and divergent stakeholder interests. Thus, by doing a critical reflection of the findings, this study contributes to theory by offering a series of propositions and suggesting a holistic framework for social and environmental sustainability implementation. Regarding stakeholder theory, the findings show that Large-scale mining companies experience fewer pressures from local communities and activists because of their lack of proactive engagement on environmental sustainability issues. Drawing on institutional theory, the findings suggest that multiple and contradictory logics within various institutional arrangements undermine social and environmental sustainability implementation. Additionally, this study provides a frame of reference for practitioners including mining companies and mine managers, regulatory officials, policy makers, and mining pressures groups who are involved in social and environmental sustainability implementation. Future research may consider data sets from other empirical domains, which might uncover differences in the emerging framework for sustainability implementation.