The Role of Partnership Portfolios for Sustainability in Addressing the Stability-Change Paradox: Dong/Orsted’s Transition From Fossil Fuels to Renewables
通过丹麦能源公司Dong/Ørsted的案例，研究企业如何利用可持续发展导向的伙伴关系组合来应对转型中的稳定-变革悖论，并揭示其在不同阶段的管理策略。
This article investigates how firms address the stability-change paradox inherent in sustainability transitions through the maintenance and utilization of a portfolio of sustainability-oriented partnerships. Drawing on a retrospective case study of Dong/Ørsted, a Danish energy company, we demonstrate the varying manifestations of the stability-change paradox during different phases of the company’s transition, influenced by both exogenous and endogenous factors. Furthermore, our findings reveal how Dong/Ørsted employed their partnership portfolio to implement diverse responses to manage the paradox. Based on these findings, we argue that partnership portfolios can serve as spatiotemporal pockets, enabling organizations to effectively address and leverage the temporal and spatial aspects inherent in sustainability paradoxes. In addition, we highlight how partnership portfolios facilitate sustainability transitions by creating and leveraging different forms of collaborative value.