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Abstract
The aim of the study was to explore futures images of collaborative sustainability enhancement within a cruise ship building network. Addressing collaborative sustainability at the organizational level rather than at the macro (regional or planetary) level, the paper explores socially constructed and shared futures images, which are less widely studied than individual-level images of the future. We advance an analytical model for constructing and evaluating collectively held futures images based on the structure and content of those images. From our data, we identified four futures images: Money rules; The customer is always right; Local economy focus; and The most sustainable ships in the world. From the perspective of collaborative sustainability enhancement, we contend that futures images can provide a basis for target-setting and a frame for sustainability enhancement actions.
Highlights
This study explores futures images in the cruise ship building industry from the perspective of sustainability enhancement, including normative and strategic agendas for desirable and possible futures
We identified four images of alternative futures for cruise ship building networks from a sustainability perspective and explored how ship builders, ship owners, and other stakeholders can use collaboratively constructed futures images to facilitate sustainability development
The content of these images varied along four dimensions; Money rules prioritizes economic sustainability; The customer is always right emphasizes environmental sustainability at operational level; Local economy focus highlights social sus tainability and the industry’s positive regional impact; and The most sustainable ships in the world acknowledges the multiple dimensions of sustainability
Summary
This study explores futures images in the cruise ship building industry from the perspective of sustainability enhancement, including normative and strategic agendas for desirable and possible futures. Economic sustainability relates to the classical expectation that business organizations should be economically profitable, adopting a long-term perspective in their strategic planning. Environmental sustainability refers to efforts to minimize negative impacts on the natural environment resulting from the organization’s activities. This entails various environ mental management practices such as waste management and eco-efficiency. Social sustainability refers to the organization’s effects on employees and local communities, as well as relationships with various stakeholders (see Global Reporting Initiative, 2017 https:// www.globalreporting.org/). The significance of stakeholder relationships for sustainable organizations is widely acknowledged, as again highlighted by Dahlsrud (2008) and Sarkar and Searcy (2016).
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