Actor-Network Theory and sustainable business networks:
understanding greening SMEs in industrial areas
University of Groningen
Faculty of Economics and Business
MSs Business Administration – Change Management
June 25, 2018
Name Renee Roeleveld Student number S2513935
Course MSc Thesis BA Change Management Supervisor Dr. C. Reezigt
2 ABSTRACT
To understand a change that involves multiple parties, this study is about how Actor-Network Theory (ANT) can serve as a change approach for (inter-)organizational sustainability (Callon, 1986; Latour, 1988). Organizational studies have not yet adequately addressed ANT as a change approach for the sustainability problem. Therefore, the applicability of ANT as a change approach is investigated by means of the Academic Problem Solving method (Aken, et al., 2012). By analysing a specific business problem (SBP) for a sustainability programme in an industrial area, a solution to the generic business problem (GBP) could be developed. The SBP is “What inhibits or enables SMEs to move to
sustainable energy usage by applying ANT?”. The broader GBP is “How to align contradictory human interpretations and points of view with ANT?”. This study showed the usefulness and applicability of ANT as a tool to obtain an overview of the points of view of the various actors and the contexts. However, the theory provides limited communication indications for approaching the various actors for aligning contradictory human interpretations and points of view. The research found out ANT do acknowledges contradictory human interpretations and points of view, but recommends a power-related approach to persuade actors to change. Whilst a participatory implementation approach would be more feasible as a change approach to establish sustainable business networks. Thus, ANT
recognizes different interpretations of actors in order to convince them, but these are constricted by obstacles in the implementation of the change. This limits ANT’s feasibility for establishing sustainable business networks.
3 TABLE OF CONTENT INTRODUCTION ... 4 THEORETICAL FRAMEWORK... 5 Foundations of ANT ... 6 Translation ... 7
Context of environmental sustainability ... 9
METHODOLOGY ... 11
Research approach ... 11
Method of data collection ... 13
Method of analysis ... 13 DIAGNOSIS ... 14 Problemitization ... 15 Interessement/Enrolment ... 17 SOLUTION DESIGN ... 22 Problemitization ... 22 Interessement/Enrolment ... 23 Mobilization ... 25
EVALUATION & LEARNING... 26
Evaluation & Learning and the implications ... 26
Limitations & future research ... 29
Conclusion ... 30
REFERENCES ... 31
APPENDICES ... 33
Appendix I: Interview guide change agent – external stakeholder ... 33
Appendix II: Interview guide change recipient – entrepreneur ... 35
Appendix III: Functions and codes of interviewees ... 38
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INTRODUCTION
Sustainability is laboriously thriving in industrial areas. Sufficient plans and initiatives havearisen, but it lacks a broad approach and efficient management (Pen, 2018). In an industrial area, sustainability is applicable at different levels of analysis, such as organizational-, inter-organizational and area levels. Governments are already involved, as well as commercial organizations and associations of
undertakings. However, it rarely happens to concretely deal with the problem, accelerating and significantly achieving results (Pen, 2018). Thus, the change to sustainability is by no means easy. As a component of sustainability, this study specifically addresses the sustainable energy usage of enterprises.
To understand changes that involves multiple parties, this research will show how Actor Network Theory (ANT) can serve as a change approach for (inter-)organizational sustainability (Callon, 1986; Latour, 1988). It is a lens for analysing actors in a network and the factors for
interaction between them (Páscoa & Tribolet, 2014). The theory provides a framework for analysing the difficulties that organizations in environmental degradation face whilst developing into greener businesses (Newton, 2002). Although writers like Newton (2002) recommended ANT as a change approach, organizational studies have not yet addressed it adequately for the sustainability
implementation problem. Given the following considerations, this theory is expected to provide valuable insights. First, it is a multileveled approach, so it has the potential to analyse at both micro- and macro-levels (Newton, 2002). This might be valuable because sustainable energy can be utilised within or between companies. Second, the focus is on performance, instead of traditional categories of structure, institutions, individuals or groups (O’Brien, 2015). Ignoring preconceived structures
provides a potential for establishing new sustainable networks of different backgrounds and expertise. And third, the theory would not distinguish human and non-human actors (Newton, 2002). Because sustainable energy use is often associated with sustainable technology investments.
The applicability of ANT will be investigated as a change approach for sustainability in a business context. By means of a case study, the Academic Problem Solving method will use the lens of ANT as a change approach. A glance at the situation:
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Business Problem (GBP) is “How to align contradictory human interpretations and points of view with ANT?”. The SBP and the GBP are reciprocal since the answer to the specific problem provides
insights into the generic business problem.
The theoretical contribution of this study is deepening insights for ANT as an alternative change approach, by means of researching the applicability of the theory in a context of business sustainability. This study is especially focused on networks of organizations. ANT can provide an interesting lens in certain situations because the theory originated from ‘environmental degradation’ cases (Callon, 1986a Scallops and Callon, 1986b Electric Vehicle). ANT analyses the difficulties arisen from reordering network complexities (Callon, 1986; Latour 1988). According to Newton (2002), this change approach analyses the configuration of organization networks that support or resist greening economic transaction. By applying the theory to the business problem, this study aims to point out the capabilities and limitations of ANT.
The managerial contribution of this study is providing a lens for aligning human interpretations and contradictory points of view to establish sustainable business networks. By analysing the business problems by means of ANT, valuable insights will be collected at different levels of analysis. This provides an overview of how ANT can be used as a change approach. Concretely, this study is relevant for a large number of practitioners (i.e. politicians, policy makers, managers, consultants) who have to operationalize the International Paris Agreements’ climate goals (UNFCCC 2016, p.3). Sustainability in business networks (e.g. industrial areas) is an important contribution to the agreement.
Research question: To what extent can ANT serve as a change approach to establish sustainable business networks?
The remainder of this study consists of the following chapters. In the Theoretical Framework, key ANT concepts are explained and an elaboration is provided how this theory is useful in Change Management. Furthermore, the context of environmental sustainability is discovered. Thereafter, the methodology justifies the research approach used. This study is based on Academic Problem Solving, therefore the subsequent chapters are Diagnosis, Solution Design, and Evaluation & Learning (Aken, Berends & van der Bij, 2012). The first two chapters are based on serving the SBP, the third one addresses the GBP. In the Evaluation & Learning chapter, the study will be concluded on the basis of the main implications for ANT and the answer to the GBP. The paper ends with a conclusion.
THEORETICAL FRAMEWORK
6 Foundations of ANT
The Actor-Network Theory is a theoretical lens, often discussed and analysed by several researchers (Latour, 2005). This study is mainly focused on ANT according to Michel Callon. He is an important contributor to the foundations of the theory. ANT writers hope to create a better understanding of the establishment and evolution of power relationships because changes often depend on a complex web of interrelations (Callon, 1986a). ANT, also known as the Sociology of Translation, helps
understanding complex social interactions (Sarker, Sarker & Sidorova, 2006). The theory follows the idea that developing scientific knowledge and technical systems cannot be completed without
simultaneously reconstructing the social context (Latour, 1984; Callon 1986b). These principles form a basis for analysing the business problem. This section starts with discussing the Actor-Network and it is followed by the concept of Translation.
To explain the Actor-Network, three components will be discussed, namely actor, network, and simplification. The first component Actor can be human or non-human. It can be explained as “any element which bends space around itself, makes other elements dependent upon itself and translates their will into a language of its own” (Sarker et al. 2006). Each actor has its own identity, role, bonds that unite them with others, sizes and histories (Callon, 1986b). This leads to different assumptions and points of view, possibly causing contradictory arguments (Callon, 1986a). Actors are considered relationally, because their definition can only be understood in the perspective of their relationships with others (Sarker et al. 2006). So they must be placed in juxtaposition with other actors to which they are linked to (Callon, 1986b).
The total of relations is a network, the network of an actor can be defined by the sum of interactions between actors (Latour, 1996). Those interactions are with heterogeneous actors who need each other to function, e.g. humans, ideologies, concepts, texts, computers, graphics, technical
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in well-defined characteristics of entities (Callon, 1986b). The entities are reduced to a selection of attributes which are congruent to the relationship established between the entities (Callon, 1986b). Thus, simplification is reducing complexity by seeing actors as black boxes.
Making a change in a network is extremely complex because it might ask a change in the structure of relationships. The susceptibility for change depends on the way an actor summarises and simplifies its network on behalf of another (Callon, 1986b). Such a network approach is powerful because each actor might gather other entities within ones network. The theory assumes that spokespersons represent the interests of the underlying network. They express thoughts, desires, interests, etc (Callon, 1986b). ANT is interesting because it explains how actors define their identity, ability to move, and choices open to them (Callon, 1986a).
To carefully explain the emergence of Actor-Networks, the theory is based on the following three principles. (1) Agnosticism, which is neutrality when engaging conflicting actors; (2)
Generalised Symmetry, meaning describing conflicting viewpoints in the same terms; and (3) Free Association, that captures distancing themselves from up front distinctions between the natural and the social world (Callon, 1986a). These principles need to be protected in order to maintain the
researcher’s independency.
After discussing the concepts actor, network and simplification of ANT, the next section explains how the reduction of an infinity complex world works. This process is called Translation and it describes the construction of how an actor-world is built.
Translation
Organizational change can be conducted through the Translation process. In this research, this change approach will lead the chapters Problem Diagnosis and Solution Design. Translation is the network process of moving from one state to another by shifting interest adjustments among actors, whereby a new temporal interconnecting network is created (Law, 2003). According to Callon (1986b), “To translate is to speak for, to be indispensable, and to displace”. In practice it means to be able to tell in their own language what actors want and say, why they act in the way they do and how they associate with each other (Callon, 1986a).
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In the Translation process, a Focal Actor is appointed to enlist support from actors for the organizational change initiative (Sarker et al., 2006). This person generates enthusiasm and interest among actors for the proposed change. Additionally, the Focal Actor leads the Translation, therefore the person has to fit within the perspectives of the desired actors. It makes the most sense to describe the change process through the perspective of the Focal Actor (Sarker et al., 2006).
The first moment of Translation is Problemitization, wherein the Focal Actor describes the problem, searches for relevant actors, and submits the problem to the actors in a way that the problem affects them (Callon, 1986a). The Translation is seen through the eyes of the Focal Actor. First, relevant actors are identified by defining the needed aspects of their identity, role, relationships, size, and history for participating (Callon, 1986b). Then, the Focal Actor approaches the actors by framing the problem in such a way that he becomes indispensable for solving it. Through which a broad strategy is outlined for addressing that problem. That strategy is called the Obligatory Passage Point (OPP). Thus, the OPP describes how individual actors can achieve their own interest by pursuing the common network goals (Callon, 1986a). In this way, a shared focus among actors can be deployed. As the actors try to secure their interests, they need to be persuaded to pass through the OPP, which means alignments and behaviours need to be modified to the OPP. This often requires some
negotiation (Sarker et al., 2006). Problemitization describes actors’ required movements, detours, and their relations. Sometimes actors are stuck in their situation because obstacles need to be removed to allow movement (Callon, 1986a).
To reach actors’ modification, the Interessement moment prescribes to encourage actors into the proposed roles in the network (Callon, 1986a). It is a process of creating obstacles for preventing actors from overlooking the network goals to support their own interests, which is inappropriate for the network. This means, heterogeneous actors need to be reminded and convinced that the network is accomplishing goals which are in line with what their individual interests should be. The Focal Actor needs to customize the different strategies for defining the concerning interests of the actors.
Furthermore, additional support can be accomplished by creating incentives which cause willingness to take a detour from previous directions and pass the OPP (Sarker et al., 2006). Importantly, the Focal Actor’s aim is not to find alliances of identical interests between actors, but to harmonize actors’ interests with his own interests (Sarker et al., 2006). This process also involves negotiation, which can be done by representatives. If an actor’s enactment contradicts the promises of the representative, the situation can be described as betrayal (Callon, 1986a). At the end of the Interessement state, every actor joins the network. Sometimes they are locked in place because of the required detours they need to make and the role they play.
Once Interessement is successful, the Focal Actor can go further with Enrolment.
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participation and adequate interrelations are both necessary for network functionality. The Focal Actor must carefully manage this process of multilateral negotiation, carrying out tests to finalize
distribution and definition of roles (Callon, 1986a). It requires persuasiveness, enthusiasm and motivation to reach the desired end state.
After determining a flawless division of roles, the Mobilization moment ensures the actors’ commitments to the network. It also contains the threat of betrayal (Callon, 1986a). That is, the purpose of Mobilization is the existence of a new network that provides outcomes and solutions that fit within the initial project set-up objectives (Senior & Swailes, 2010). This can be accomplished by the inscriptions of the commitments (Sarker et al., 2006). They can be demonstrated by practical examples such as technical artefacts (e.g. systems) or creation of texts (e.g. manuals). Furthermore,
irreversibility can be achieved through these inscriptions, which prevents actors into shifting their interests to an alternative way (Sarker et al., 2006). Standardization of inscriptions also reduces the need for alternative information. It is essential for the network existence continuity that the represented mass follow the representative, otherwise the chance for betrayal increases (Callon, 1986a).
In successful Translation both physical and social changes are taken into consideration. This is achieved when actors are clear and explicit about their own expectations and behaviours and that toward each other. This contributes to the defining and enrolling of entities (Callon, 1986b). The four moments of Translation provide an approach for organizational change through realizing objectives by means of changing to a new relatively stable actor network.
Context of environmental sustainability
This section provides an insight into why ANT is useful in the environmental sustainability context, and what this context can tell about actors.
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infrastructure are often required for accomplishing sustainable energy usage.
The second question is: what does the context tell about actors? Crane (2000) discovered that sustainability propagated companies did not necessarily have staff members involved with greening. It suggested that a fundamental change to a green business culture is not a requirement for greening a company (Crane, 2000). ANT also questions current methods of extensive culture change programs, for teaching businesses to become green businesses. Yet ANT harmonizes interests with the network goal by actions, and does not require total alignment of commitment (Newton, 2002).
Furthermore, an interesting addition to understanding the heterogeneity of responses and different interpretations, research has shown that the following factors 1. organizational positions, 2. structures, 3. governance and 4. identity, all influence actors’ associations towards sustainability (Greenwood et al., 2015). In order to pursue various sustainability opportunities, the actor must use the linkage in the network and the organizational structural position of the firm within the field. Namely, as a first insight, firms centrally positioned in a network are more likely to focus on competitive advantages obtained by sustainability practices. Such as companies that are aware of the expectations of the environment and continuously anticipate it. Whereas peripherally positioned firms can conduct more entrepreneurial activities for the purpose of sustainability (Henderson et al., 2015). Such as companies that are less informed and up to date with environmental changes. Besides, the second factor claims that organizational structures and governance both influence actors’ associations,
therefore, sustainable fields often need many strong stakeholders who can clearly represent themselves (Henderson et al., 2015). “What matters is the thickness of the ties between organization members and field-level referent audiences; the thicker the tie, the more likely the logic will insinuate itself in the organization” (Greenwood, Ranard, Kodeih, Micelotta & Lounsbury, 2011). Third, companies in a continuously changing environment are more likely to consider the indicators of the system, like in the case of seasonal dependent businesses (Henderson et al., 2015). Structures and governance who ask for tolerant interaction among actors are more likely to be tolerant towards sustainability ideas (Henderson et al., 2015). For example, participation in decision-making in certain legal forms of businesses. Additionally, family-owned companies with strong community links are more open towards sustainability. This also applies for companies with religious values (Henderson et al., 2015). The final factor tells that the identity of a firm can be polished by internationally outsourcing their polluting operational activities, which only results in increasing the total pollution (Gehman, 2012). To accelerate (inter-)organizational change, the influences mentioned above can contribute to understanding the heterogeneity in the network of SMEs. Given the flawed infrastructure for
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In sum, Actor-Network Theory provides insights for the position and dependencies of an organization as an actor in a network. ANT provides an interesting lens, as it acknowledges the heterogeneity of actors, which the theory tries to simplify. By understanding the heterogeneous positions and stakes of actors, insights can be retrieved concerning actors’ persuasion to change. To not only comprehend the differences, but to particularly understand the similarities, an effective organizational change approach can be exerted. In the following chapters, Translation as an organizational change approach will be applied to the case study.
METHODOLOGY
After discussing the theoretical background of Actor-Network Theory, this chapter deliberates how the theory is used to address business problems with a practical approach. The methodology first describes the research approach used. The data collection method is then examined and it finally closes with the method of analysis.
Research approach
The business problem. The ‘New Energy’ department in a Dutch province institution faces an enormous challenge. In order to serve the energy transition, the department aspires to increase the share of renewable energy to 20% in 2023 (Provincie Overijssel, 2016). One of the focus areas of this department is Small- and Medium Enterprises’ (SMEs) participation in the energy transition. Several projects have started within the province. This paper is focused on one of those projects concerning SMEs in industrial areas, which is a heterogeneous group consisting of different branches. This research specially followed a pilot approach conducted in a local industrial area of one of the leading cities in the province. Together, a team of several change agents are operationalizing a sustainability programme to align human actors to make the industrial area positive. The aim is an energy-producing industrial area. This Change Team is financially supported by governmental bodies. The main difficulty to overcome is shifting the companies to a better eco-performance. With the ANT, the Specific Business Problem (SBP) is analysed: What inhibits or enables SMEs to move to sustainable energy usage? The insights gained were used for addressing the Generic Business Problem (GBP). The underlying question was: How to align contradictory human interpretations and points of view with ANT? This paper provides insights into how local networks can benefit from the ANT to realign organizations for sustainable energy use improvement.
Research site. The research was conducted by following a Change Team, consisted of representatives from institutions, associations of undertakings, and consultancy firms. The team conducted a pilot of a national sustainability programme for SMEs, developed by a research institution. To enable an
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Team claims to fully unburden SMEs of sustainability requirements. The aim to unburden the SMEs will be accomplished by a collective sustainability programme for the whole industrial area. Due to time and scope limitations, the research is focused on the first stages of the approach, which is the participation of the entrepreneurs. A Potential-Energy-Scan will be deployed by using public data. This scan depicts the potential opportunities for saving and producing energy. Those results are aimed at engaging participants to the project. In the case of participation, extensive individual scans will be conducted. The sum of all scan results will show the possibility for a collective sustainability business case for the area. The Change Team will facilitate this trajectory.
Academic Problem Solving. In this research, Academic Problem Solving (APS) is the used approach for addressing the business problem. This approach is driven by the needs of an organization, which in general already faces a mess of interrelated problems (Aken, et al., 2012). APS is a cycle consisting of five steps: (1) Problem Definition, (2) Analysis and diagnosis, (3) Solution Design, (4) Intervention, and (5) Learning and evaluation (Aken et al., 2012). The SBP is mainly discussed in steps 1, 2 and 3. Due to the limited scope, step 4 is not taken into account in this study. The GBP is analysed in step 5, which is building on the SBP answered in previous steps.
The following application method was used per step. First the (1) Problem Definition was designed. The aim to convert SMEs into operating in a fully sustainable way would take years. Therefore, the Problem Definition scope was limited, and only the start phase of the project was analysed in this study. The problem had to be defined in terms of ANT, so Focal Actors were suggested and the network was considered. The Problem Definition was established through conversations with stakeholders and the attendance of meetings. Second, the (2) Analysis and diagnosis was developed. A range of actions were taken to gain deep understanding of the causes of the problem. The researcher attended meetings with organizers and also conducted interviews with entrepreneurs and other stakeholders of business sustainability. In addition, documents were
13 Method of data collection
Data for this study was collected using interviews and documents. The main source of information comes from a total of twelve interviews. These interviews were conducted with two consultants, two involved representatives from the municipality, six entrepreneurs, and a representative from the association of undertakings. The last named, and one of the consultants are also the appointed Focal Actorin this study. The Focal Actor made suggestions to the interviewer and also contacted the entrepreneurs. Furthermore, the remainder of the interviewees are involved with or are part of the Change Team.
There were two different interview formats used. The change recipient – entrepreneur format
(appendix 2) was used for the entrepreneurs. The change agent – external stakeholder format was used for the remainder interviewees. The interviews were semi-structured because a couple of open-ended questions were developed per category. These categories were based on Problemitization,
Interessement, and Enrolment. However, to gather additional information, the interviewer tried to conduct the interviews as natural as possible, allowing space for interrogating and follow-up
questions. The interviews lasted between 60-100 minutes, depending on topic saturation (Eisenhardt, 1989). The interviewees were asked for permission to record the conversation, and confidentiality was discussed beforehand. The goal of these interviews was to clearly understand the interviewees’ position and their perceptions of the problem (Aken et al., 2012), in order to explain the ecological performance of SMEs.
Moreover, documents were summarized for enriching the understanding of the actors and the context. These were presentations of the Change Team and their approach, policy documents of the province, reports from the restructuring process of the concerning industrial area, and notes from meetings. The mentioned notes were received after attending several meetings of the Change Team and one informal industrial meeting. Those documents were selected because the texts reflected the perspectives of the stakeholders in the sustainability programme, and they were gathered before and during the interviews.
Method of analysis
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Agent-Province, and CRE for Change Recipient-Entrepreneur (See Appendix III for descriptions and codes of interviewees). Differences and similarities were clarified by the comparisons between characteristics and situations of actors (Aken et al., 2012). Furthermore, business documents were used for investigation by means of summarizing important contributions. Comparisons and
applications of the literature contributed to the Diagnosis and Solution Design, and finally to enhance the evaluation of the study.
Reliability. The reliability of this study was ensured by four areas of concern (Aken et al., 2012). First, the researcher bias was covered through audio tapes from the interviews, in order to assure accuracy of the transcriptions. Furthermore, moments of reflection were organized with the mentor of the
Province. Second, in order to protect the instrument reliability, triangulation was applied (Aken et al., 2012). This implies multiple sources of information were gathered for comparing respondents’ comments. Third, respondent reliability was maintained by interviewing a catalogue of stakeholders and entrepreneurs, in order to find as many heterogenic insights as possible. Fourth, the situation bias was reduced by interviewing respondents in their private office. Besides, in order to get a feeling of the engagement among some respondents, the researcher took part in several meetings and one conference.
Validity. The results generated were justified by the following considerations (Aken et al., 2012). First, construct validity was covered in the interviews. By asking follow-up questions and summarizing quotes for confirmation, the researcher tried to ensure that relevant information was provided for the intended measurement. Furthermore, triangulation was applied by using multiple sources of research instruments (Aken et al., 2012). Comparisons were elaborated using this data technique. Second, internal validity was ensured by the comparison of respondent comments. Multiple categories of respondents (e.g. CAS, CAG, CRE) were interviewed to consider explanations of the problem from multiple perspectives, which contributed to the adequacy and completeness of the proposed
relationships (Aken et al., 2012). Lastly, in a problem solving approach, the study was focused on a specific case, therefore external validity was difficult to cover because of the limited generalizability of its results (Aken et al., 2012).
DIAGNOSIS
In this section, the Specific Business Problem is analysed. The results retrieved from the interviews and documents contributed to the diagnosis of the problem causes and the nature of the specific contexts. In order to provide an answer to the SBP, this chapter is structured in terms of the
15 Problemitization
The Problemitization is analysed from the perspective of the Focal Actor because it leads the
Translation and is responsible for convincing other actors of the proposed sustainability. In this study, two change agents together form the Focal Actor. The more executive role of it is for a representative of the association of undertakings, and the required facilities for executing (e.g. monetary resources, the approach format) are provided by an external consultant. The Focal Actor is part of the so-called ‘Change Team’. The following paragraphs address the problems in terms of the Focal Actor, who identifies relevant actors and develops the strategy for establishing the Obligatory Passage Point (OPP).
Framing the problem
The Focal Actor formulates the problem in its own way (Sarker et al., 2006). The development of this industrial area is important to the Focal Actor, therefore it started this sustainability programme. [CAS2]: “This regional development agency has been founded by the ministries and provinces to attract new businesses.”. [CAS4]: “A lot of good things have happened and we also want to continue to do good things.”. Nevertheless, it appeared to be very challenging to achieve the transition to sustainability (i.e. sustainable energy usage). The Focal Actor is running into two problems: (1) The ‘no time, no money’ argument of companies. [CAS2]: “There were always two things: no time and no money.”. And (2) how to communicate the approach, in order to ultimately generate involvement. [CAS2]: “But even then it was difficult to realize. Is was challenging; how do you get those companies involved? That they become ambassadors, that they believe in what they do. It just turns out to be very difficult.”.
Because the Focal Actor experienced a shortage of companies’ resources, a new Actor-Network in the form of a sustainability programme was initiated to collectively relieve companies of their sustainability-related burdens. Thus an approach was developed aimed to become an energy-producing industrial area without this having an effect on companies’ cash flow. When mobilized, the Actor-Network would be an energy-producing group of enterprises. Because this project is a pilot project, it will serve as an example in the ambition to translate 250 industrial areas to energy-positivity.
16 Identifying actors
This study is only focused on human actors. Although the sustainability programme itself [DOC4] and the corresponding energy scans (non-human actors) are contributing to the initiative for sustainability in industrial areas, both are not yet being used by the companies and therefore omitted from this analysis. To achieve Enrolment and Mobilization in the project, the Focal Actor identified the following actors: (1) the Change Team, (2) Governmental Authorities, and (3) the SMEs in the industrial area. The Focal Actor sees the interplay of these actors as a great opportunity. [CRE4]: “What would be nicer than trying to pick it up here together and to get much more out of it.”. The Change Team is responsible for implementing the sustainability programme, the provision of the energy scans and functions as an intermediary between government and enterprises. Part of the Change Team are the representatives of the association of undertakings, who bring the necessary dedication to the project. In the remainder of the report, this is described in more detail. [CRE2]: “The association of undertakings and of course [CAS4] is also a very enthusiastic man. You just need people like him. Those who want it, those who also have the time to do it.”. Furthermore,
Governmental Authorities contribute through subsidies and measures, but also through their contacts with the entrepreneurs in the area. And most importantly, the SMEs are involved because their participation in the programme is required for the Translation to succeed. The actors described are all represented groups of entities, also known as black-boxes. An explanation is provided for each actor why it represents a black-box.
OPP
In order for the network to function, the above-mentioned actors must support the network objective, which is called the Obligatory Passage Point. The Focal Actor defines the objective as: to form a collective of entrepreneurs who are all willing to collectively take energy-saving or energy-generating measures. The programme unburdens companies. Its components are: (1) approaching the industrial area, (2) assessing the situation, (3) developing a sustainable energy plan, (4) discussing the plan and its form, (5) implementing the plan, (6) evaluating and monitoring. A duplicate of energy scans for companies is part of steps 2 and 3. Furthermore, the initiative could arrange to finance the
investments. [CRE2]: “We have the money and often the opportunity to finance parts of the
trajectory.”. By means of this programme condition, the initiative tries to convince the entrepreneur, because it costs a minimum of time and money.
17 Interessement/Enrolment
In this study, the actual situation of the sustainability programme is comparable to the first steps of Translation in ANT. In November 2017, the first notification of the initiative was provided to the entrepreneurs in the area. Subsequently, during the entrepreneurs’ meeting of May 2018, the programme was discussed in more detail with a number of interested entrepreneurs. Therefore, only the current Interessement/Enrolment can be analysed. Each actor is considered on the basis of its description, interests, position towards the OPP, role in the network, and obstacles refraining from Enrolment. An overview of the actors is shown in figure 1.
SMEs Change Recipients
According to the Focal Actor, the category of companies in this area is an incoherent, fragmented group of actors. [CAS4]: “The area is a very varied combination of all kinds of companies. As the diversity is very great, little cohesion exists.”. On the one hand, the actor SMEs is seen as being only operationally oriented, [CAS4]: “An entrepreneur only thinks about one thing: he thinks of his business and wants to generate profit.”. On the other hand, they are seen as a positive actor towards sustainability. [CAS2]: “Then it appeared that there were a lot of companies willing to join the programme, to save energy or generate energy.”. Representatives of the group itself also claim that a multitude of entrepreneurs is mainly focused on the short-term interests. [CRE4]: I think that many are too much focused on the short term instead of the long term. In the end, you always need to consider: we can quickly achieve successes, but what does this imply in the long term?”. However, increasing numbers of companies are also claiming to embrace sustainability. [CRE2]: “We don’t need to be the biggest company, but we do want to be the greenest.”.
There seems to be a dichotomy within the represented actor. Nevertheless, the following interests and obstacles – listed below - are not only experienced by the ‘followers’ of sustainability, but also by sustainability leading companies. For this reason, this actor is seen as one black-box in this study. Further research would be needed to develop a significantly more specific classification of entrepreneurs types within sustainable business networks. The scope of this study is too limited to draw reasonable conclusions about it.
SMEs’ most commonly defined interests mainly correspond to the following: (1) to generate turnover, and (2) to save costs. A company expects or claims to be interested in sustainability when more turnover can be generated by translating sustainability into their product price. This can be achieved for various reasons, for example as (1) sustainability as a Unique Selling Point, [CRE5]: “Of course, the fact that you are energy-neutral is wonderful for your own customers. Particularly
governmental agencies consider this to be an important USP to be a client.”. (2) Sustainability from the business chain demand, as in [CRE2]: “I think the chain-effect is very important. We also
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customer, a large truck manufacturer: ‘You just make sure to incorporate sustainability into your business processes, so producing much more sustainably. If you don’t, you’ll lose us.’.”. (3) Sector agreements established for sustainability, for example [CRE2]: Many construction companies are participating in tenders. This includes a CO² performance ladder with several steps. So it is very important to them to bring the CO² performance ladder to 5.”. Or (4) The threat of sustainability pioneering competition in case of: [CRE5]: “They are already doing it and we are not. That’s image. It’s awkward to be overtaken on the right. It is a serious consideration, yes.”.
Representatives claim to (be interested if they can) save costs by using energy-efficient and environmentally friendly appliances or working methods. The following representatives indicated this. [CRE2]: “Even if you are not motivated, it will be costly for you if you do not respond to it.”, [CRE6]: “If you calculate it, things develop quickly. Just make the calculations, there is no sustainable
investment that cannot be made. I do not believe in that.”, or [CRE7]: “By annually spending a fortune on energy costs makes you a thief of your own wallet.”.
SMSs have positive and negative stances towards the OPP. Positive representatives see opportunities in collectivism and cost savings of measures, [CRE1]: “If this makes things easier and reduces the payback-time, then I see opportunities for it.”. Negatives seem to have difficulty with organizing collectively, [CRE7]: “If something goes collectively and something has been decided, but you do not have the financial scope to participate at that moment, you have a problem. It is tough.”, [CRE2:]: It is all far too big, imposed from an overarching body.”. It is noteworthy that opportunities are being seen for large projects, like windmills or solar parks, [CRE6]: “Perhaps we should have a wind turbine. Now put that thing down here and do it together. Such projects are of such a magnitude that you have to work collectively”.
According to the Focal Actor, companies need to tackle sustainability together. A special role is also seen for pioneers, to act as ambassadors and to inspire fellow entrepreneurs. [CRE2]: “They often have a large network and therefore you try to convince them to participate. Therefore, they have the potential to raise awareness among other entrepreneurs.” However, this desired group is not established yet.
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briefly, because the first van may have a plug. ‘Oh you can’t, what if I have to travel a long distance?’, these are still objections and you have to break through them.”. These three mentioned obstacles will be considered in this study because they can be addressed within the scope of the sustainability programme.
Change Team
The next group defined by the Focal Actor is the Change Team. This is a group of different people involved, but due to the overlap in assumptions, they are simplified in this case. The Change Team consist of consultants and representatives of the association of undertakings who work together to implement the sustainability programme. In addition, the Focal Actor is a member of the Change Team as well. The interests of this group are: (1) the acquisition for the consultants because establishing the sustainability programme is an order, thus a source of income for these parties. [CAS3]: “Now I am working on sustainability and the energy transition; that is work people are looking for, that is very nice.”. [CAS4]: “This is their job, this is what the consultants do.”. (2) Serving as or being a pilot for a national sustainability approach. This means that the concerning industrial area can become a national example of collective sustainability. [CAS2]: “If we first try to show it is functioning here, it may be possible to extend it to other industrial areas.”. And (3) area development to improve the economy of the city and the region. Because [CRE5]: “For an industrial area it is rewarding to have attractive companies on its site. That creates added value because having successful entrepreneurs also attracts entrepreneurs.”.
The position with regard to the OPP is positive because the delegates have a strong interest in the accomplishment of this mission. The role of this group is seen as facilitating the change, by means of a programme, energy scans and financial instruments. [CAS2]: “We facilitate the association of undertakings by supporting it with resources such as scans or by providing funding to enable it to become sustainable.”. Furthermore, communication of the programme to the entrepreneurs is
additionally seen as a role. In order to be able to fulfil their role as a Change Team, the delegates claim to have to overcome the following obstacles: (1) The involvement of SMEs to participate in the programme, [CAS2]: “But this remains the most difficult particle, to get companies to that point.”. And (2) the lack of engagement among entrepreneurs in the industrial area, because [CAS2]: “Often they don’t even know who their neighbours are. That is why we have abandoned the precondition of 70% participating companies, which is simply not feasible.”. Accordingly, to promote the programme in the area, the Change Team would like to create a group of ambassadors from the local companies.
Governmental Authorities
The Focal Actors’ last described actor is the group of Governmental Authorities. This is a
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the city and the region is very important to me.”. In addition, (2) the local authorities are responsible for complying with the international climate agreements within their area. A representative of this group experiences these arrangements as instructed top-down at an international scale and ultimately arrive at the municipal civil servants. [CAG1]: “At a quarter past twelve, it will be thrown over the fence of the municipalities, and then we have to execute it.”. And (3) the development of the industrial area, in order to promote entrepreneurship and employment. [CAG5]: “One of our special focuses is this industrial area.”.
In general, the representatives of the governmental authorities state that they are positive towards the OPP. [CAG2]: “I believe that the initiative is a very welcome one. I would plead in favour of such constructions which enable changes at little or relatively low additional cost.”. However, it sceptically looks at the role of some external actors in the programme because some do not have a regional origin. [CAG1]: “Someone from Twente can do the same, can they? Leave it where it is to be conducted, just as it is supposed to be.”.
The representatives of the group see the role of Governmental Authorities in: (1) Granting of subsidies and licences. [CAG5]: “Possibly in the licensing domain. As a municipality, I do think we should be involved in these developments because we ought to know what is going on. We maximally need to network, because whatever we take with us can be landed somewhere else. We may help entrepreneurs to engage.”. This quote also reflects (2) a role to deploy their network of entrepreneurs in order to generate commitment to the programme. Furthermore, the representatives desire (3) to monitor the sustainability measures taken by the companies, which is endorsed by the Focal Actor; [CAS2]: “For example, they should not bother companies who are willing to participate in the sustainability programme.”. And (4) a role to provide information to companies concerning energy-saving and energy-generating possibilities, because [CAG5]: “It would be possible for us to do because we are often in contact with the entrepreneurs.”.
Obstacles refraining representatives from Enrolment are: (1) the municipality’s lack of capacity. Because of an enormous budget deficit within the municipality, a representative claim that minimal possibilities are available to contribute to sustainability among companies. This fact is experienced as being painful. [CAG1]: “Sometimes resigned, irritated, astonished, surprised.. If you see my eyes, you know how surprised I am. Sometimes I feel so sorry about it. It’s also deep. I really think about it, just about how this would work effectively.”. Besides a shortage of money, also a shortage of accurate internal information facilities exist. As a result of this lack of capacity,
representatives claimed that sustainability is poorly emphasized from the Municipality to companies. [CAG5]: “More background information about the sustainability theme would be helpful.”. A second obstacle hindering the actor from enrolling is (2) flawed communication with the Change Team. The programme emphasizes the essentiality of involved governmental authorities [DOC4], nonetheless, the representatives do not feel they are involved in the execution of the programme and the
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Figure 1 – Current state of the Actor-Network ‘Sustainable industrial area’.
ACTOR
S Change Team SMEs Governmental Authorities
O P P Change initiative: Collectively participation to the sustainability programme INT E R E S T S
- Acquisition for the consultants - Serving as a pilot for a national sustainability approach - Improving the
economy of the city and the region
- Generate turnover - Save costs - Strengthening the local economy - Complying to the international climate agreements - The development of the industrial area
ST ANC E T O WARD S O P
P - Positive - Partly positive
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SOLUTION DESIGN
The Problem Diagnosis has analysed the causes of the Specific Business Problem (SBP). In this chapter, a solution to this problem is explained, based on the lens of Actor-Network Theory (ANT). Therefore, the solution is discussed in the sequence of the moments of Translation. First, a solution for Problemitization is defined. Second, an advice for managing Interessement/Enrolment of actors is provided. And third, a solution for the Mobilization of the network is displayed. The SBP contains what inhibits or enables SMEs to move to sustainable energy usage, by applying ANT. By utilising this theory, the solution is configured for the Focal Actor.
Problemitization
The Problemitization means the Focal Actor tries to become indispensable in the network (Callon, 1986a). The Focal Actor defines per actor its identity in such a way that it is highlighted how the actor is affected by the problem. Furthermore, it ensures that it is indispensable, by framing itself as an important condition for the solution. The various actors involved can achieve a common focus by following the interests assigned to them (Callon, 1986a). Subsequently, in this case, it is important (1) to clearly communicate the indispensability of the Focal Actor, and (2) to carefully allocate the roles of the various actors.
First, according to ANT, the Focal Actor needs to communicate its indispensability to the actors (Callon, 1986a). However, it did not explicitly present the problem in such a way that actors feel the Focal Actor is indispensable for them to achieve the network goals. Because the Focal Actor states the sustainability programme only focuses on actors who are positively disposed towards sustainability. [CAS2]: “Executing the program also has to bring me positive energy. If I only receive comments like ‘Oh this and that’, ‘It’s not possible’, then I just say ‘Okay then we don’t’.”. In order to address the flawed involvement of SMEs in the sustainability programme, the Focal Actor must communicate more explicitly why it is indispensable to the actors for achieving their goals.
Additionally, consistent communication with the actors would contribute to the recognisability of the initiative. To ensure the actors clearly understand which parties are involved and what exactly to expect from the initiative.
23 Interessement/Enrolment
The next step is to ensure Enrolment of the actors in the network for achieving sustainability in the industrial area. It is a matter of convincing the actors to participate. On the one hand, a number of obstacles must be removed. On the other hand, obstacles must be added in order to avoid alternative Translation. The Enrolment will be discussed for each actor.
SMEs Change Recipients
Within this actor is a deviation of positive and negative attitudes towards OPP. In order to overcome these obstacles, the following recommendations are suggested.
Firstly, because remarkably some representatives did not see any opportunities in collective energy-saving measures, but did see opportunities in energy-generating measures, it could be a suitable response to divide the programme into two separate target groups. Specifically, energy-generating participants, and a group of both energy-saving/energy-generating participants. This phenomenon was also endorsed during the expert meeting. [CAP1]: “I recognize this in practice because saving energy means entering the company and generating energy is something that occurs outside the company.”. By employing two target groups, the obstacles to Enrolment are partly removed. Secondly, the Focal Actor needs to emphasize how the Actor-Network can contribute to (indirectly) increase the actor’s interests, like increasing turnover. Thus, to define their interest in terms of the network goal. For example, to continue meeting (sustainable) customer demand, the Focal Actor is indispensable for this actor because it ensures lasting turnover by means of sustainability measures and consequently continuation of the business. The cost-saving motive is in the actor’s scope of interest as well. Though, the relevance of this aspect is less significant than the desire for generating turnover. [CAS2]: “Most companies are more concerned about generating an additional turnover of a half % than on saving costs.”.
Thirdly, the three defined obstacles can be removed by the provision of easily accessible information from the sustainability programme to the entrepreneurs. The obstacles are: (1) uncertainty about the performance of the sustainability investments, (2) difficulties concerning the marketing of a green production, and (3) the flawed staff commitment. The experience, knowledge and inspiration for solving these problems could be provided by people who are trusted and/or speak in the same
language or jargon. [CRE5]: “Entrepreneurs need tangible facts: So how exactly is it done? How does it work? And what do I encounter?”, “If fellow entrepreneurs tell each other, they don’t tell stories more beautifully than they actually are.”. This mainly involves fellow entrepreneurs who share their own experiences of sustainability. [CRE2]: “On a small scale, invite people and demonstrate
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of freedom. [CRE6]: “You know, if it says ‘I am going to help you’, then the mainstream entrepreneur, including myself, says: Hello, I am an entrepreneur!”. Through this third advice, awareness is created and the network effect is used.
It also creates a new obstacle to prevent actors from securing their own interest. By being in contact with other entrepreneurs in the industrial area, social responsibility towards fellow
entrepreneurs may develop. Perhaps this will lead to a sense of guilt if they would not participate in the sustainability programme. As a second positive obstacle, pioneers in sustainability felt that they had been infected with the ‘green virus’. Because once people have started to implement
sustainability, they felt the need to continuously improve sustainable energy usage. Change Team
The actor Change Team had a positive stance towards the OPP anyhow. However, still (1)
involvement of SMEs is lacking, and (2) entrepreneurs in the industrial area are poorly engaged with each other. In order to overcome these obstacles, the following might provide a solution.
First, to address the actor’s concerns about the lack of involvement of SMEs towards sustainability, the Focal Actor needs to emphasize the learning effect retrieved from this pilot. Especially given this actors’ impression of entrepreneurs who barely can be convinced of the
importance of saving energy; [CAS3]: “That if you even say the word ‘energy’, then they are already cropped off. We encounter a great deal in this regard. You really have to drag people by their hair to convince them to take cost-effective measures. But you really feel like you are forcing them to do something.”. However, the experience retrieved from this pilot is important for the actor because if it proves to be successful, the reputation of the industrial area will be boosted and consequently the economic development of the area. The Focal Actor needs to emphasize the experience that a successful pilot may lead to new project orders for consultants.
Energy scans are a subset of the sustainability programme. It is worthwhile for this actor to reconsider the marketing and user-friendliness of the scans, based on the interests of the intended user. This will give an extra boost to the involvement of SMEs in making sustainability a priority.
Second, in order to approach the obstacle of poorly engagement among entrepreneurs, the Focal Actor must demonstrate the potential of this programme as a valuable opportunity to improve engagement. If companies are collectively instructed on the topic of sustainability, the intensity of interrelationship among SMEs will increase.
Working towards closer communication from the association of undertakings to the companies would contribute to intensifying the network connections between the actors. The standard
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initiative contributes to the recognisability of the sustainability programme. These practices can help to break down barriers.
Governmental Authorities
This actor positioned partly positive and partly negative towards the OPP. First of all, the actor hardly feels involved in the status of the programme. And secondly, an obstacle is experienced because of the limited or unavailable capacity within the municipality. Yet, the following recommendation is an indication to overcome these obstacles.
First and foremost, the most obvious solution is: if the Focal Actor needs to be indispensable for this actor, then it must involve this actor in the progress of the programme by informing it about the recent developments. Second, the alignment of the intended roles. Although there appears to be limited capacity in terms of monetary resources, alternative contributions are still possible. The Focal Actor needs to acknowledge and emphasize the possible contributions of this actor. Because this actor could contribute by offering information, making connections with other disciplines, or ensure that any future licensing procedures proceed gradually. By means of these forms of contribution,
Governmental Authorities’ interests can be pursued with the help of the Focal Actor. Additionally, the Focal Actor has to be aware of possible indirect benefits retrieved because communication with this actor can indirectly lead to a positive multiplier effect, which ultimately is beneficial to the
entrepreneurs. For example, a representative has indicated: Greening the private waste policy in the Municipality has resulted in a greater commitment of the employees to sustainability. [CRE7]: “You have to do it together. What is applicable at home also applies here at work. Actually, we are lucky the Municipality is addressing sustainability private as well. If those things converge, things will only get easier.”. Through these kinds of indirect effects, also problems like lacking commitment among staff can be reduced indirectly. If this sustainability programme is part of the municipal policy, then it will be a new obstacle for this actor to secure their own interests.
Mobilization
When actors speak about themselves and others with minimum ambiguity, then the Translation is successful (Callon, 1986a). Once the roles of the actors have been established through negotiation, and the obstacles of the intended actors have been removed, this last step will be addressed. In the future, the actors should continue to fulfil their roles and betrayal should be reduced as much as possible. The Focal Actor instructs interested parties to sign a letter of intent and to conduct an energy scan as soon as possible. Standardisation of communication to actors must be ensured, in order to improve the recognizability of the programme towards companies.
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thinking ‘Oh I want that too’. If our neighbour does it, then I can do it too. If the neighbour achieves competitive advantage, I want it too.”. And finally, sustainability personally effects as a green virus because sustainability opportunities consciousness will encourage people to acquire knowledge concerning the subject, and results in increasingly becoming environmentally sustainable. [CRE6]: “I discovered that people who have purchased solar panels are the first people to buy electric cars. They calculate in kilowatts and understand the calculation.”. Thus, in different contexts, actors are
supported to act sustainably, which reduces betrayal. If uniformity emerges among the actors, the transition will be successful.
EVALUATION & LEARNING
In this chapter, the following components are considered. First, the Evaluation and Learning and the implications are discussed. This contains a brief summary of the findings and an answer to the Generic Business Problem (GBP). The question is: how to align contradictory human interpretations and points of view with ANT? A comparison of the findings and existing theories is made. Furthermore,
theoretical and managerial contributions are provided. Second, limitations and future research are addressed. Lastly, the study ends with the conclusion.
Evaluation & Learning and the implications
The following section highlights to what extent Actor-Network Theory can serve as a change approach to establish sustainable business networks. A subdivision is made based on (1) the Problem Definition, and (2) the Solution Design. Each part contains a short summary of the findings with a link to the literature. Followed by the theoretical and managerial implications.
ANT in Problem Definition
The investigation started with the Problem Definition of the case study. It analysed the problem and its context. This resulted in an overview of the concerning actors and the encountered obstacles (figure 1). The figure was discussed at an expert meeting consisting of provincial Project Managers of
sustainability among companies. The experts recognized the practical situations they encounter in the overview depicted in the figure.
Yet they wondered if a complex theory of this kind should be used for the somewhat simple conclusions it represented. They also missed the theorization of the challenge of how to remove the obstacles in order to enable the actors to acknowledge and accomplish the network goals. Even though it proposed what to communicate (e.g. obstacles and goals), no indication is given of how it should be communicated to the actors. In this Solution Design, the proposed solutions are determined on the basis of ANT indications, and on interviewees’ recommendations. Initially, time and money seemed to be the most important OPP to convince the entrepreneurs, but this study discovered a deeper
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money. Still, communication indications would help to align the contradictory human interpretations and points of view with ANT.
The theoretical implications for using ANT to diagnose problems are the following: (1) It is an interesting tool to obtain an overview of the actors’ point of views and the context. (2) The theoretical terms used in the theory are applicable in practice. (3) The theory provides no communication
indication for approaching the various actors.
The managerial implications for using ANT are: (1) It is a useful framework for analysing contradictory human interpretations and points of view within changes among actors. (2) The theory is suitable for collaborations between different stakeholders and organisations. However, (3) it does not provide a guideline for how communication with actors should be conducted.
ANT in Solution Design
After the Problem Definition, a solution for the SBP was formulated in the Solution Design based on ANT. This section provides an evaluation of the Solution Design that is based on the GBP and the overall research question (RQ). These are interrelated because various parties are involved in establishing sustainable business networks (RQ) and all of them experience the change to
sustainability from their own point of view (GBP). ANT accomplishes the alignment of those human interpretations by means of power. However, the question is to what extent is ANT’s emphasis on power suitable as a change approach for establishing sustainable business networks. Hence, this section is divided into two subsections. First, the power division in ANT is elaborated. And second, the ANT as a change approach is discussed.
The ANT power division
ANT acknowledges different sets of associations and viewpoints, which is useful for mapping how the actors interpret their reality (Callon, 1986a). Besides, ANT did provide a lens for analysing the factors for interaction between the actors (Páscoa & Tribolet, 2014).
However, when the Solution Design is implemented on the basis of ANT, then the outcome is mainly aimed at obtaining and maintaining the dominant position of the Focal Actor. As a result, the actors must be more or less forced to cooperate and participate in order to achieve sustainability. Instead of using valuable dialogues and learning moments to align human interpretations, it is recommended to negotiate with actors through obstacles. While actually, the Focal Actor says: “I am not going to make anyone happy against its wishes”. In other words, it claims that it does not want to force anyone to behave sustainably. In addition, the theory mainly emphasizes the Focal Actor itself, whereas this initiative hopes to jointly tackle the programme and to interact with each other equally. The Focal Actor considers itself to be a facilitator.
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it seems as if (1) Second-order learning and (2) interventions for continuous change are desirable in this situation (Boonstra, 2004). In Second-order learning “Learners play and explore in a purposeful action to develop their own individual competencies and the competencies of the organization to cope with environmental changes” (Boonstra, 2004). The entrepreneurs were interested in learning from their peers sharing successful sustainability practices. In establishing a sustainable business network like this case, entrepreneurs wish to maintain their sense of entrepreneurship and therefore to enjoy their freedom. Interventions are being suggested by the entrepreneurs, such as narratives, inquiring and dialogues. Organizational Development (OD) also emphasizes a participatory approach in which knowledge is gained through dialogue and reflection that builds on the experience of the actors involved (Boonstra, 2004). In this approach, this is the core of organising and changing.
The theoretical implication is that ANT does acknowledge contradictory human interpretations and points of view, but recommends a more or less forced manner to persuade actors to change. Whilst a participatory implementation approach would be more feasible as a change approach to establish sustainable business networks.
The managerial implications are the following: The focus of ANT is mainly on the interests of the Focal Actor. In addition, in order to convince the actors, a forced approach to change applies, while they are independent free-spirited entrepreneurs, civil servants and consultants. Therefore, the power approach adopted by the theory does not entirely fit within this context of establishing a sustainable business network.
The ANT Approach
In general, the moments of Translation were expected to be a useful change approach for providing insights in establishing sustainable business networks according to the participants of the expert meeting. Furthermore, an overview of obstacles could help to understand the positions and stakes of actors and contribute to the mobilization of the network. For providing a solution to the SBP, this study especially considered the first steps of the Translation. However, according to the practitioners, a more detailed specification of the first moments of Translation would be desirable in order to advice the Focal Actor how to convince actors to join the network. Probably this practical shortcoming of the descriptive nature of theories, among them ANT. The Problem Definition was clearly and easily to formulate within the boundaries of the theory. In contrast, the Solution Design was much more a function of the researchers’ perceptions and insights, in combination with the experts’ insights. Yet, according to Sarker et al. (2006), given the uniqueness of different situations, a fixed recipe for how to accomplish effective Translation does not exist.
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Even though ANT recognises different interpretations of actors to persuade them, these individual insights are constricted by obstacles in the implementation of the change. Preferences and ideas of the Focal Actor are regarded as guiding.
This approach differs in essence from the Academic Problem Solving (APS) approach used for this study. APS is not a fixed process, but it moves back and forth between the different steps.
Furthermore, a thinking-first approach is suitable when the issue is clear, the context is structured, thoughts can be pinned down, and discipline can be established (Cawsey, Deszca & Ingols, 2016). However, in this case of establishing a sustainable business network, the direction is determined during the process because the situation and negotiation will indicate which sustainability measures are most appropriate. It is also troublesome to assume certain thoughts of SMEs because different entrepreneurs aspire to preserve their freedom. Perhaps an approach reflecting a seeing-first strategy would have been more appropriate to the context.
The theoretical implications for using ANT to design a solution is: ANT recognises different interpretations of actors to persuade them however these individual insights are constricted by
obstacles in the implementation of the change. This approach limits ANT’s feasibility for establishing sustainable business networks. Furthermore, the nature of the theory does not correspond to the APS method.
The managerial implications are the following. Since a thinking-first approach does not properly fit within APS and within this context (where one is confronted with the nature of entrepreneurs as a change recipient) other approaches would offer a more feasible solution. For example, change approaches that fit within a seeing-first strategy.
Limitations & future research
The following limitations can steer future research.
First, in an addition to understanding the heterogeneity of responses and different interpretations, the actor SMEs could be studied more extensively. As a consequence, greater diversification could be adopted in policies or to change approaches for establishing sustainable business networks. Unfortunately, a limited amount of respondents could be interviewed due to time limitations. It is unknown if this influences the results of the study. Also, for contributing to
managerial implications of establishing sustainable business networks, the obstacles faced by SMEs could be elaborated in future research (e.g. the marketing of a green production or increasing commitment of staff).
