In the Finnish construction business, innovation management is considered to be difficult. However, cultural transition towards more innovative and creative thinking in construction industry can have vital impact on sustainability nationally and globally. There is an urgent need to examine at a more detailed level innovativeness in the construction companies and especially the manager's abilities to manage innovative organizational culture. It appears that lacks in managing culture and people with difficulties to understand key elements of innovativeness in organizational context seems to be a barrier towards increased innovativeness. The main finding is that the managers in construction industry cannot manage or create culture towards innovativeness. Therefore, there is major sector level lacks in innovativeness that have negative impact on societal change towards sustainability. This paper focus on managing organizational culture to reveal innovativeness in the case company that is vital for sustainability.

In general, enterprises should pay close attention to sustaining sufficient competitiveness in turbulent global business environments that focus on sustainable operations, especially environmental issues. It is obligated for enterprises to protect the environment, utilize sustainable resources and establish eco-industries. Many large enterprises have joined the World Business Council for Sustainable Development (WBCSD). However, the small and medium-sized enterprises (SMEs) pay various degrees of attention to environmental issues and sustainable operations. This paper investigates the sustainable development and innovation of 233 SMEs in Taiwan to find out how to develop a business model that helps them operate in a more sustainable and environmentally friendly way. According to our results, a sustainable business model is a key factor for competitive advantages with straightforward connections to business success. Results also indicate that a sustainable business model is performed with the agreement of colleagues in an organization and it requires comprehensive strategic efforts. This study has limited findings to show the insights of Taiwanese SMEs and should not be generalized in other contexts.

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