Purpose In a context of ecological transition, this study aims to explore and understand what fosters the participation of purchasing departments and identify the drivers and difficulties encountered during the development of eco-innovation within firms. Design/methodology/approach The authors adopt a qualitative methodology that provides tools to study complex phenomena. In-depth interviews with highly knowledgeable respondents from multi-sectoral organisations enable us to explore the eco-innovation process within firms. Findings From the perspectives of resource-based theory and stakeholder theory, the study contributes to the literature by investigating firms’ internal resources and exploring further dimensions based on sustainable supply chain management and purchasing. Internal stakeholders (e.g. purchasing agents) and external stakeholders (e.g. suppliers) were identified with regard to the business eco-innovation activities of focal companies in relation to upstream stakeholders. The authors examine this complex phenomenon by raising certain intra- and inter-organisational factors, as well as more individual aspects, such as the sensitivity of the purchasing manager to ecological transition. Purchasing agents are involved in increasing the propensity of organisations to eco-innovate and, as internal stakeholders, appear to be influential in eco-innovation. Research limitations/implications Given the nascent state of eco-innovation practice and accessibility to primary data about ongoing efforts, this research could not consider all possible drivers. Practical implications This study presents an opportunity for purchasing managers to understand challenges more comprehensively to add value within the eco-innovation process. The results highlight recommendations for how best to undertake eco-innovation in upstream supply chains. Originality/value The study provides new insights into the constituent resources needed for purchasing participation during eco-innovation to achieve sustainable competitive advantage. This paper is an initial attempt at research in the area.

Purpose Although crowd logistics (CL) is a promising digital solution, its future development remains uncertain. This paper aims to suggest multiple possible futures of CL in terms of business relationships and value co-creation between manufacturers and digital platforms. Design/methodology/approach This paper offers a systemic and multistakeholder approach related to the field of strategic foresight, based on the scenario method. The scenarios construction involved 22 participants (practitioners, academic researchers and foresight experts). Findings Four scenarios emerged from the strategic foresight study. For each scenario, the configuration, diffusion and coordination of CL – as well as the balance of power between manufacturers, digital platforms and customers – are specified. Research limitations/implications The foresight analysis reveals not one certain future, but multiple potential business configurations and research avenues related to the development of CL. Practical implications The adopted multistakeholders perspective, including macro factors, regarding CL allows business-to-business (B2B) managers to rethink its potential. Managers can use the scenarios to consider multiple types of coordination with digital platforms and its implication for value co-creation. Social implications This paper provides insights into social changes that may constitute drivers and consequences of the development of CL and identifies two forms of coupling that may drive the development of CL: regulation–social transformation and technology–environment. Originality/value This research contributes to IMP research on B2B relationships in digital contexts, by showing that CL presents an opportunity for the co-creation of distribution value in a B2B environment.

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