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The current study aims to evaluate the role of environmental orientation (EO) on green dynamic capabilities (GDCs), organization green culture (OGC), and green innovation (GIN) toward business sustainability (BUS) in the context of Chinese textile and apparel manufacturing firms. Natural resources-based view (NRBV) and dynamic capabilities view (DCV) were used as the theoretical lenses of the research. This study is quantitative, and a purposive sampling technique was employed to collect data from the managers working in textile and apparel manufacturing firms in China. The sample size consisted of 339 managers. Partial least-square structural equation modeling (PLS-SEM) was employed to analyze the data. The study’s findings show that EO significantly and positively influences OGC and GDCs. However, the positive influence of EO on GIN was insignificant. Moreover, the result indicates that GIN is a significant mediator in the relationships between OGC and BUS and GDCs and BUS. The results demonstrate how the Chinese textile and apparel industry EO improves GDCs, GIN, and OGC, which, in turn, benefits achieving long-term business sustainability.

Straw is an interesting renewable feedstock for various high-value products, such as textile fibers. However, straw encompass to soils maintains a good soil structure, fertility, and carbon storage. Despite the availability of previous research on this topic, uncertainties remain regarding the climate and soil impacts of straw collection. This study aims to show the carbon footprint (CF) of straw collection compared with that of soil encompass. The goal is to demonstrate uncertainties related to initial data and methodological assumptions on whether straw is regarded as a waste or a coproduct and illustrate where more measured data is needed. Life cycle assessment method was used to conduct this study and the data therein were gotten from literature. The results show that straw removal can lead to reduced greenhouse gas emissions in comparison to soil encompass because of reduced nitrogen fertilizing needs and subsequent N2O emissions. However, there is high uncertainty related to soil organic carbon (SOC) and N2O emission changes because of straw removal. It is also possible that greenhouse gas emissions increase due to straw removal. Straw seems to have a relatively low CF, especially when it is regarded as a waste. Coproduct interpretation significantly increases the emissions allocated for straw. Straw also stores carbon, and its total CF can be negative. The life cycle length of the straw-based end products determines how long carbon can be stored before it is released back into the atmosphere. Total greenhouse gas emission balance at a system level can be defined only when also straw refining and manufacturing of replaced final products are considered. Additional information is needed, especially on soil emissions (N2O and CH4) and impacts on SOC storage, to ensure the sustainability of straw-based products.

Sukupuolistuneiden käytäntöjen näkökulma soveltuu myös työssä oppimisen tarkasteluun. Ymmärrän työssä oppimisen, eli taitojen ja ongelmanratkaisuvalmiuksien kehittymisen ja työssä eteentulevien asioiden merkitysyhteyksien rakentamisen tapahtuvan valtaosaltaan niissä arkisissa käytännöissä, joihin työtätekevät osallistuvat. Organisaation käytännöt, mukaan lukien ne käytännöt, jotka rakentavat sukupuolta työpaikoilla, toimivat oppimisen ehtoina ja aikaansaajina., Gender and learning – examples from the textile and clothing industry

Chemicals and textiles both arouse great interest and emotions. The risks from chemicals in textiles however have been paid little attention, both from the perspective of human health and even more with regard to the environment. The present case study analyzes risks as well as benefits and other impacts from chemicals associated with consumer textiles, as well as management and governance approaches to deal with the multi-faceted problems involved, in the broader context of product and chemicals control and environmental innovation, from national and EU to global levels. The report is written for all those interested in and charged with tasks in this and related fields, including a variety of actors beyond researchers and regulatory or technical experts.

This study describes the strategic renewal of family business after succession in the textile, clothing, leather and footwear industry (T/C) in light of three examples. Family firms often have an individual approach to developing capabilities for new generations. A turbulent environment, internal resources and the capabilities of the management all have an impact on strategic decisions. The research is a multiple case study of three cases. In each of the companies the succession process, the different roles of the successor, the critical incidents and how they relate to the succession are described. In addition the capability for renewal, renewal process and its effects are introduced. All the firms are situated in the same geographical area, where small family firms are the main source of employment. Data was collected by open-ended, thematic interviews, phone interviews and corporate analyses made from annual reports by Finnvera Oyj. The first interview for the research was made in May 2002 and the latest phone calls in November 2004. The researcher interviewed the successor and the incumbent of each company. The interviews also included space for free conversation. Following the interviews, several short phone discussions have taken place with the successor when more detailed information was needed. The collapse of business with the Soviet Union, and the strong currency of the Finnish mark at the end of the 1980’s, and in the beginning of the 1990’s, changed the Finnish textile and clothing field completely. The last and perhaps the worst critical incident was the devaluation of the Finnish mark in 1991. After this in two of these cases the predecessors had neither the motivation nor the energy to continue. This was the trigger for the succession and the renewal process. Today the scope of the market is more concentrated and focuses on fewer customers. Specific strategies used in the Finnish T/C industry are design and delivery flexibility as differentiation, and responding with speed and dependability being the competitive advantages. Anyhow, Finland has new global problems to face in the enlarged EU market. According to the corporate analyses it can not be said that all of the companies had succeeded in their strategies, but they are successful in so far as the business still exists. They all had different strategies. A new product-line saved one of the companies and enabled growing export. The other started to divest and developed new marketing strategies, gaining new market areas. All the successors had been employed in the company and with the family since a young age, even from childhood. They had good technical skills and some of them also had experience in the marketing field. The potential for renewal depends on the person, but its roots lie in the family firm’s history. The ability and the agility for renewal after succession depend on the entrepreneurial skills and the resources of the family firm built in the past. The managerial and paternal support of the incumbent and the family also play their part. Essential factors in entrepreneurial capability and commitment are motivation, culture and values of the family firm. In many ways the present owner could have chosen an easier way to earn a livelihood, but the belief and pride in the family name and the independence in decision-making can be seen in the interviews. Liisa Niemi tutki kolmen pienen tekstiili-, vaatetus-, nahka- ja kenkäteollisuuden alan perheyrityksen strategista uudistumista sukupolvenvaihdoksen jälkeen.- Parhaiten menestyneiden yritysten strategiavalinnoissa ratkaisevana tekijänä on eri vaihtoehtojen arvioiminen. Valittua strategiaa arvioidaan ja tarvittaessa kyseenalaistetaan kaiken aikaa. Valinnat suhteutetaan perheen tulevaisuuden näkemyksiin ja resursseihin. Näin strateginen uudistuminen on jatkuva osa toimintaa. Ajattelun tuoreus on uudistumisen suurimpia haasteita. Sukupolvenvaihdoksen jälkeen on uuden sankarin aika, Niemi kuvaa.Niemi selvitti, kuinka sukupolvenvaihdos pienessä perheyrityksessä toteutettiin. Organisaationa perheyritys on haastava, sillä perhe-, omistus-, johtamis- ja yritysroolit menevät monin osin päällekkäin.