Open Access
The Strategic Integration of Environmental Management Accounting and Dynamic Capabilities: A Framework for Circular Economy Transition and Organizational Resilience in The Post-Pandemic Era
4
Department of Sustainable Economics, Global Institute for Business Research, United States of America
Abstract
The global shift toward sustainable development has necessitated a radical reimagining of corporate accounting and management practices. This research article explores the strategic intersection of Environmental Management Accounting (EMA), dynamic capabilities, and organizational resilience within the context of the circular economy. By synthesizing contemporary research on institutional pressures, green human resource management, and digital convergence, this study provides a comprehensive theoretical elaboration on how firms navigate the complexities of environmental strategy. We analyze the mediating roles of green employee empowerment and ICT regulation in fostering e-participation and sustainable production. The study specifically addresses the unique challenges faced by Small and Medium Enterprises (SMEs) as key drivers of inclusive green growth, particularly in the wake of the COVID-19 pandemic. Using a descriptive analysis of structural equation modeling (SEM) and necessary condition analysis (NCA), the research identifies the critical business factors that enable firms to operate within safe and just planetary boundaries. The findings suggest that EMA acts as a vital strategic tool for internalizing environmental costs, enhancing performance efficiency, and securing long-term financial stability. This article contributes to the "Doughnut Economics" framework by aligning corporate performance with ecological ceilings and social foundations, offering a robust research agenda for business resilience in the face of climate change and shifting global reporting standards.
Keywords
Environmental Management Accounting,
Dynamic Capabilities,
Circular Economy,
Organizational Resilience
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