Organizational capabilities to embed sustainability: case study on apparel manufacturing in Sri Lanka
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2025
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Dassanayake, H.C.
Nagalingam, S.
Xing, K.
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International Studies of Management & Organization, online, 2025; online:1-31
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The pursuit of sustainability by organizations is often hindered by the lack of essential organizational capabilities. While the significance of sustainability is well-acknowledged, there is a dearth of empirical studies specifically investigating the capabilities required to embed sustainability into organizations. This research addresses that knowledge gap through a multiple-case study design, contextualizing within apparel manufacturing in developing countries. Data were collected from four large-scale apparel manufacturers via one-to-one interviews and corporate documents, and were analyzed using thematic, within-case, and cross-case analyses. Four organizational capabilities were explored, alongside organizational processes that foster their development. These capabilities, which are dynamic capabilities to embed sustainability, include leaders' sponsorship, building expertise, collaboration, and internal alignment. While extending present knowledge on organizational sustainability through evidence from developing country context, this research confirms that dynamic capabilities can also be developed through carefully structured, systematic, and socially embedded processes within production-oriented, and resource-constrained environments characterized by weak institutional arrangements and supply chain restrictions. Findings also offer actionable strategies for managers to establish and strengthen the processes to develope capabilities within their organizations.
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Copyright 2025 The author(s) (http://creativecommons.org/licenses/by-nc-nd/4.0/)
Access Condition Notes: This is an open access article