Health and Strategic Sustainability: Business to Business

This is a study of how businesses might influence other businesses to move towards sustainability. Two health club businesses in North America actively participated and were selected because of their private ownership structure and their similar size and services. One health club had significant experience with working towards sustainability, and the other had little or no such experience. This is a descriptive study that applied an Active Research model in which researchers and business management teams all actively participated. Five cycles of learning and adaptation are documented, including three work sessions and initial and final interviews. Data from these five cycles were analyzed to assess changes in perceptions of and knowledge about sustainability in business. We have concluded that the least experienced health club demonstrated sound increases in their knowledge and perception about sustainability….


1 Introduction
2 Methods
2.1 Definition of Terms
2.1.1 Definition of “Business to Business Relationship
2.1.2 Definition of “Sustainability
2.1.3 Definition of “Sustainable Society”
2.1.4 Definition of “Strategic Movement Towards Sustainability”
2.1.5 Definition of “Health and Environment Connection”
2.2 Business Partners
2.2.1 Assumptions Affecting Selection of Participants
2.2.2 Participating Businesses
2.2.3 Business Colleagues
2.3 Action Research
2.3.1 The Action Research Approach
2.3.2 The Appropriateness of Action Research for this Study
2.4 Overview of Five Cycles Within Action Research
2.4.1 Cycle 1: Initial Interview.
2.4.2 Cycles 2,3,4: Work Sessions
2.4.3 Cycle 5: Final Interview
2.5 Analysis Method
2.6 Limitations of Approach
3 Engaging Businesses and Learning from Them
3.1 Cycle 1: Initial Interview
3.1.1 Design of the Initial Interview
3.1.2 Conducting the Initial Interview
3.1.3 Our Reflective Learning On the Initial Interviews
3.2 Cycle 2: Work Session I
3.2.1 Applying Reflective Learning from the Initial Interview
3.2.2 Design of Work Session I
3.2.3 Conducting Work Session I
3.2.4 Our Reflections On Work Session I
3.3 Cycle 3: Work Session II
3.3.1 Applying Reflective Learning from Work Session I
3.3.2 Design of Work Session II
3.3.3 Conducting Work Session II
3.3.4 Our Reflections On Work Session II
3.4 Cycle 4: Work Session III
3.4.1 Applying Reflective Learning from Work Session II
3.4.2 Design of Work Session III
3.4.3 Conducting Work Session III
3.4.4 Learning from Work Session III
3.5 Cycle 5: Final Interview
3.5.1 Applying Reflective Learning from the Work Session III
3.5.2 Design of the Final Interview
3.5.3 Conducting the Final Interview
3.5.4 Learning from the Final Interview
3.6 Summary of the Five Cycles
4 Results
4.1 Comparison of Initial and Final Interviews
4.1.1 Results with OAC
4.1.2 Results with White Bear
4.2 Additional Final Interview Questions
4.2.1 OAC Additional Final Interview Questions
4.2.2 White Bear Additional Final Interview Questions
5 Discussion
5.1 Business to Business Relationships
5.2 Business-to-Business Relationships Facilitating Strategic Movement towards Sustainability
5.2.1 Knowledge about the Concept of Sustainability
5.2.2 Systems Perspective
5.2.3 Actions within their Facilities
5.2.4 Strategic Sustainability
5.3 Applying Action Research in Sustainability Work
5.4 How These Businesses Can Contribute to “Collective Sustainability Efforts”
5.4.1 A “Bird’s Eye View” of a Sustainable Society
5.4.2 How OAC and WBR&S Might Contribute to Achieving a Sustainable Society
6 Conclusions
6.1 Key Findings
6.2 Implications
6.3 Further Questions
7 References

Author: David Nelson, Renée Lazarowich

Source: Blekinge Institute of Technology

Reference URL: Visit Now

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