Browsing by Author "Hughes, Tarryn"
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- ItemPerspectives on food corporate contributions towards a sustainable food system : a South African case study(Stellenbosch : Stellenbosch University, 2022-04) Hughes, Tarryn; Drimie, Scott; Coetzee, Angela; Stellenbosch University. Faculty of Economic and Management Sciences. School of Public Leadership.ENGLISH SUMMARY: The current food system has negative consequences for human health and the environment, making it unsustainable. Characterised as a neoliberal corporate food regime, the dominant food system displays a skewed concentration of power. In this system, which is largely driven by corporates, different perspectives exist about the potential role that corporates can play in positively advancing a sustainable food system. This research study explores a leading South African food corporate’s perspective of contributions towards transformative change. The study aims to gain insights into the food corporate’s understanding of the food system and sustainability and of its role, so as to explore the corporate’s view of what is needed to shift towards a more sustainable food system. A qualitative research methodology was applied with a predominantly inductive approach, supported by a social constructivist perspective. A case study design was used. Data collection methods included document analysis and semi-structured interviews with decision makers in the corporate and its affiliated companies. In addition, insights were gathered from external food system experts to deepen understanding of the findings. Using thematic analysis to analyse the data, six themes were identified: 1)vague associations with sustainability, 2) general understanding of the current food system and asustainable food system, 3) new type of leadership and ways of working, 4) financial returns drive all decisions, 5) uncertainty on purpose and 6) how to change is unclear. The findings reveal that this corporate’s perspective is optimistic that corporates can contribute positively towards a sustainable food system. They could do this by prioritising purpose (sustainability impact) over profit and, by being purpose-led, they can drive transformation through catalysing collaboration among food system actors. This means that profit is not sacrificed but rather becomes the outcome of a new orientation. A catalyst for the shift is education of business and consumers that would enable the mindset change that is critical to unlock agency and increase the urgency to act. Despite some gaps in understanding, synthesising the insights from the participants revealed some clear strategic options. These include adopting decisive collaborative leadership that is purpose-led towards building a positively impactful future sustainable food system; embracing a different way of working; and utilising identified enablers. These incorporate education; redefining success by placing the focus on sustainability impact; adopting practical internal actions to promote sustainability; incorporating purpose into business strategy and operational areas; reinforcing new behaviour patterns; undertaking collaborative ways of working; responding to exogenous shocks, such as climate change; and spurring on the necessary sense of urgency to transform the system. This study contributes to the discourse on the systemic change that is needed to address the global sustainability challenges of our time. It is a contribution towards a more inclusive understanding that could enable pragmatic action within and by corporates towards achieving a sustainable food system. Recommendations for future research are offered to continue this journey.