THEORETICAL FOUNDATIONS OF GREEN TRANSFORMATION MANAGEMENT – SYSTEMS AND STRATEGIC MANAGEMENT PERSPECTIVES

Abstract

The article examines the theoretical foundations of green transformation management at the corporate level. Its aim is to establish to what extent the systems approach and the foundational concepts of strategic management provide a sufficient conceptual framework for analysing this process. The study is theoretical and relies on a critical literature review, comparative analysis and theoretical synthesis of the ideas of von Bertalanffy, Kast and Rosenzweig, Vernadsky, Chandler, Ansoff, Porter and van der Linde. The findings show that the systems approach reveals the interdependencies among the strategic, organisational, technological, financial and social elements of the corporate system, but remains highly abstract and insufficiently accounts for the dynamics of the external environment. Strategic management embeds green transformation in the logic of sustainable competitive advantage, yet treats strategy mainly as an intra-organisational and rationally planned process. The article concludes that the two approaches are necessary but insufficient and must be complemented by dynamic capabilities theory, stakeholder theory and organisational change management theory. The contribution lies in substantiating a multi-theoretical framework for subsequent empirical research.