Abstract
The principal aim of this research is to develop a greater understanding of the experiences and engagement strategies of multinational enterprises (MNEs) with global digital sustainability (GDS). In leveraging advanced digital technologies such as artificial intelligence (AI), digital twins, and internet-of-things (IoT) for sustainability goals, GDS initiatives provide enormous potential for MNEs seeking to enhance their corporate sustainability performance and capture maximum value from digital tools. Despite this, there is little empirical research on how MNEs navigate this process. Thus, this thesis seeks to answer the core research question: ‘How do multinational enterprises engage in global digital sustainability?’ Adopting an orchestration perspective, this thesis applies the dynamic capabilities framework to understand how MNEs build and deploy dynamic capabilities to orchestrate GDS. In doing so, this thesis integrates three separate but interrelated strands of literature namely digital sustainability, dynamic capabilities, and the orchestration perspective of the MNE. The context of this study takes the form of five MNEs from energy, manufacturing, and fast-moving consumer goods industries. A qualitative multiple-case study research design was undertaken in the form of 49 semi-structured interviews with key decision makers from multiple functions including corporate sustainability, technology, innovation, supply chain, and research and design, in addition to exploratory document reviews and expert interviews. The findings of this thesis demonstrate how GDS is a complex and constrained process which challenges the current form of MNEs. The findings suggest MNEs manage this complexity through an orchestration capability, which is the ability to purposefully align and integrate internal and external resources, stakeholders, and processes across fragmented and interdependent ecosystems, enabling them to pursue and progress GDS initiatives. This capability is enacted through three interrelated dynamic sub-capabilities: recombining internal assets and systems, configuring external partnerships, and synchronising these efforts. These sub-capabilities are in turn underpinned by several base activities. These findings reveal a promising research area for international business researchers, and offer actionable insights for MNE leaders and policymakers.Thesis is embargoed until 31 December 2028.
| Date of Award | Dec 2025 |
|---|---|
| Original language | English |
| Awarding Institution |
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| Sponsors | Queen’s Business School |
| Supervisor | Kieran Conroy (Supervisor) & Laura Steele (Supervisor) |
Keywords
- Sustainability
- digitalisation
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