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Purpose: The purpose of this paper is to analyze how changes toward sustainable consumption of electric energy are learned in the workplace, the paper uses a practice-based approach to organizational learning. This paper focuses on the workplace as a rich environment where social learning is not limited to individuals but is also rooted in the community of practitioners at an organizational level. Design/methodology/approach: This paper used participative action research through interviews, two focus groups and observations. Departing from the interventions, this paper identified the elements of the practice of energy consumption. This paper further altered elements to intentionally promote the reconfiguration of such practice toward sustainable patterns among the working group. Findings: The results show that the goal of promoting sustainability through changes in the individual and collective actions and understandings may be achieved through sharing knowledge and keeping knowledge alive within the practices of a community; embedding knowledge in material practices and innovating as an ongoing process. During the research, this paper observed that employees became more aware of sustainable consumption and such self-consciousness prompted behavioral changes in the workplace. Likewise, the new material arrangements adopted in the work environment nudged sustainable energy consumption, which required lower levels of awareness. Originality/value: This paper contributes to sustainability studies by providing more information on how the learning of sustainable energy consumption happens in the level of social practices. It also contributes to workplace studies by showing that changes in materials, meanings and competences interwove with new dynamics to reshape the practice, foreshadowing more lasting changes toward sustainability.

Despite growing interest in the 17 United Nations (UN) sustainable development goals (SDGs), companies still struggle with how to implement them as part of their sustainability policies. Hence, we explore how the SDGs are adopted in supply chain management (SCM) using institutional logic as a theoretical lens. Based on a case study, we analyse 10 interviews conducted with managers and suppliers of a multinational cosmetics company recognised for its sustainability engagement. Our findings show that while the strategic level embraces the SDG framework, supply management processes are exclusively evident at the operational level. This becomes even more salient in the analysis of sustainability and commercial coexisting logics. Although sustainability logic concerns compliance with sustainability‐related regulations and external pressures, commercial logic demonstrates the effective engagement of strategic decisions in favor of profitability. Our results reveal nuances in the existing gap between the SDGs and SCM, illustrated through a typology of coexisting logics at the strategic and operational levels, adding value to the SCM literature. This paper questions the feasibility of implementing the UN SDGs along a supply chain, which opens the door for future research and new practical insights relevant to companies' daily operations. [ABSTRACT FROM AUTHOR]

Changes in lifestyles and clothing consumption patterns as paths to a sustainable society defines sharing as one of the strategies of slow fashion. Through practice theories, this research explores materials, competences and meanings that make up the practice. Thus, we sought to identify how the elements and the dynamics of clothing sharing are configured. Using a qualitative case study, data were collected through observations, semi-structured interviews (individual and group), and a focus group carried out with practitioners and providers of a collaborative store. Our results revealed that: (a) for practitioners, the practice of sharing means exclusivity, economy, and sustainable consumption; (b) for providers, the practice is linked to a conscious consumption as an opportunity for more sustainable business, including financially (c) and different materials guide the practice of sharing clothes. The elements of clothing sharing are similar between practitioners and providers; therefore, they indicate the effectiveness of the practice, in addition to pursuing sustainable consumption. The research then contributes to the development of research on sustainable consumption once it identifies management practices aimed at the collaborative consumption of clothing. [ABSTRACT FROM AUTHOR]

Due to institutional pressures faced by companies in their business environment, this paper investigates how sustainability certification adoption affects global suppliers' competences. Using multiple case studies, managers of 20 export‐oriented firms were interviewed, and secondary data were collected and analysed through inductive content analysis. Findings show normative and mimetic pressures as central for sustainability implementation by coffee suppliers. Additionally, we found that as a result of suppliers' sustainability improvement in their own operations, during the certification adoption, new competences emerged going beyond the triple bottom line dimensions, including improvements in aspects of institutional dimension of sustainability. In contrast to previous research in supply chain sustainability that emphasises coercive pressures, this paper demonstrates the role of normative and mimetic institutional pressures in developing new supplier competences. In doing so, we draw on the role of certification adoption in influencing global suppliers and hence sustainability throughout the supply chain. [ABSTRACT FROM AUTHOR]

Firm orientation is a key factor in the implementation of sustainability in supply chains (SCs). Although firms recognize the need to define strategies for success, they often overlook whatever strategies they do develop in their decision‐making process. To address this gap, we argue that the strategy tripod comprising the industry‐based view (IBV), resource‐based view (RBV), and institutional‐based view (INSBV) can influence SC orientation toward sustainability. This paper describes an investigation into this strategy tripod's impact on the cashew industry's SC sustainability orientation. Multiple case studies were conducted by gathering data from various cashew SC stakeholders. A deductive content analysis showed that, despite the existing influences from the three legs of the strategy tripod, emphasis was placed on the firm perspective (i.e., RBV), which affected SC sustainability orientation in that the industry‐ (i.e., IBV) and institutional‐ (i.e., INSBV) level views received less consideration in the creation of SC strategies. This research contributes to theory and practice by shedding light on under‐explored relations between business strategy and SC sustainability. Our results show that firms should move from pressure responsiveness to strategy management to implement sustainability‐oriented initiatives. [ABSTRACT FROM AUTHOR]