How do actors cope when their repeated efforts to bring change seem futile? In this qualitative study, we consider sustainable development initiatives within a U.S. higher education institution where repeated efforts by actors led to nominal change. We focus on understanding how actors sought to enact sustainable development initiatives in the face of an unresponsive context, that is, in a context characterized by pressures to maintain the status quo. We show how actors’ attempts to embed sustainable development practices into the (...) university represent a dynamic process, characterized by periods of persistence and suspension. Our theorizing reveals that actors used three coping mechanisms to maintain focus on their sustainability goals: community building, resourcefulness, and vision. By emphasizing these dimensions of their initiatives, actors’ emotional response is focused on encouragement and hope to persist in a context that is largely unresponsive to sustainable development. Our study contributes to the sustainability literature by explicating how actors develop resilience in their efforts to pursue sustainable development in unresponsive contexts. (shrink)

Guiding core enterprises to participate in supply chain work safety governance is an innovative mode of work safety control, which has an important impact on improving the work safety level of small and medium-sized enterprises in the supply chain. Through in-depth interviews, the grounded theory is adopted to explore the driving factors of work safety management behaviors of core enterprise. It is found that the work safety management behavior of the core enterprise is driven by both internal and external factors. (...) External driving factors are the main category of institutional pressure composed of regulatory pressure, normative pressure, and cognitive pressure. Internal driving factors are divided into the main category of behavioral awareness and the behavioral capability of the core enterprises. The behavioral awareness is composed of responsibility sense, problem cognition and behavioral effect perception. The behavioral capability is composed of safety management strength and safety coordination capability. Institutional pressure, behavioral awareness, and behavioral capability all influence the work safety management behavior of core enterprise in supply chain significantly, but with different ways and paths. On this basis, the driving mechanism model of the above three main categories on the work safety management behavior in core enterprise supply chain is explored. The research can provide targeted policy ideas and implementation paths for the government to formulate effective guiding policies to promote the work safety management behavior of core enterprise. (shrink)