Creating and managing a virtual inter-organizational learning network for greener production: a conceptual model and case study

Abstract

The utility of applying a virtual learning network model for illustrating successful triple bottom line transitions—one that integrates the ecological, economic, and social dimensions of cleaner production—is illustrated by a successful approach to promote “green chemistry” in the North Carolina textile wet-processing industry. This case is unique in demonstrating the quality of this process to develop cleaner production methods; it shows how reducing aquatic toxicity and harmful environmental effects in a “real world” situation depends on successful efforts to build, manage, and maintain an inter-organizational network of multiple stakeholders. This network included industries in the textile production chain, their local and provincial communities, regulators and policy makers. The utilization of cases such as this in the business school pedagogy expands understanding of the role of sustainable practices in enterprise management. The value of this specific case in promoting the understanding of such networks was demonstrated in a recent MBA experience when students trained in these areas linked diverse stakeholders and applied the triple bottom line perspective in traditional business simulation exercises in an MBA capstone course. Such cases can also effectively prepare students for actual challenges facing managers in the rapidly changing business environment.