Exploring the interoperability of innovation capability and corporate sustainability

Lai, Wen‐Hsiang; Lin, Chiu-Ching; Wang, Ting-Chu

doi:10.1016/j.jbusres.2014.11.043

Cited by 83 publications

(60 citation statements)

References 41 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…The results are inconsistent with Carmona-Lavado et al (2010) and John and Doty (1996), which highlighted the importance of convenient structure and a suitable formation designed to achieve innovation. However, the results are in line with a study conducted by Lai et al (2014). As mentioned by Fredrickson (1986) and Chandler (1962) organization structure follows strategy and strategy follow environment in a high degree division between the roles and function the dynamic capability to change accordingly will be more complex to the environment.…”

Section: Resultssupporting

confidence: 87%

Assessing the Factors Influencing Service Innovation Capabilities and Performance

Omar

Nazri

Alam

et al. 2016

IMBR

View full text Add to dashboard Cite

Innovation has been recognized as a central source of business growth and a key determinant of competitive advantage for many organizations. This paper seeks to address two main objectives. The first objective is to examine the direct effect of organizational structure (i.e. centralization and formalization), transformational leadership, organizational learning and customer orientation on innovation capabilities. The second objective is to examine the effect of innovation capability and organizational performance. Findings show that customer orientation, organizational learning, and transformation leadership had significant positive effects on innovation capability. The results further show that innovation capability had a significant impact on organizational performance.

show abstract

Section: Resultssupporting

confidence: 87%

Assessing the Factors Influencing Service Innovation Capabilities and Performance

Omar

Nazri

Alam

et al. 2016

IMBR

View full text Add to dashboard Cite

show abstract

“…Lai et al . () show that knowledge sharing external to enterprises improves the interoperability of innovation capability and corporate sustainability. Chen and Chang (, p. 109) highlight that green dynamic capabilities – the ability of a company to exploit its existing resources and knowledge to renew and develop its green organizational capabilities to react to the dynamic market – are positively linked to green creativity and green product development performance.…”

Section: Theoretical Framework and Hypothesis Developmentmentioning

confidence: 99%

“…We present a theoretical framework of SODCs, adapting from a general theory of DCs and a review of the literature in sustainability management, innovation and NPD, and marketing. In general, empirical research on GPI has been done from resource‐based and capability perspectives (Chang, ; Dangelico, ; Lai et al ., ; Lenox and Ehrenfeld, ; Mariadoss et al ., ; Seebode et al ., ), which are built or adapted from literature in strategic management (e.g. Berchicci et al ., ; Hart, ; Lee and Klassen, ; Russo and Fouts, ; Sharma and Vredenburg, ).…”

Section: Theoretical Framework and Hypothesis Developmentmentioning

confidence: 99%

Green Product Innovation in Manufacturing Firms: A Sustainability‐Oriented Dynamic Capability Perspective

2016

View full text Add to dashboard Cite

Despite environmental sustainability being identified as one of the key drivers of innovation, extant literature lacks a theoretically sound and empirically testable framework that can provide specific insights into green product innovation from a capability perspective. This study develops a theoretical framework from a sustainability‐oriented dynamic capability (SODC) perspective. We conceive SODCs as consisting of three underlying processes (external resource integration, internal resource integration, and resource building and reconfiguration) that influence the change/renewal of sustainability‐oriented ordinary capabilities (SOOCs) (green innovation capability and eco‐design capability). This study answers two key questions: which SODCs are needed to develop green innovation and eco‐design capabilities? Which of these capabilities lead to better market performance of green products? We test a structural model linking SODCs to market performance in 189 Italian manufacturing firms. First, we find that the nature of the SODC–performance link (direct or indirect) depends on the SODC type. Specifically, resource building and reconfiguration is the only SODC with a direct effect on market performance. Second, all three types of SODC affect the eco‐design capability, which mediates the link between SODCs and market performance. Third, we find that external resource integration is the only SODC affecting the green innovation capability, which mediates the link between external resource integration and market performance. Resource building and reconfiguration is the SODC with the overall (direct and indirect) highest impact on market performance. This study, among the first to consider capabilities for green product innovation under a dynamic capability perspective, provides implications for scholars, managers and policy makers. Copyright © 2016 John Wiley & Sons, Ltd and ERP Environment

show abstract

“…Thus, the ability of MNCs to strategize stakeholder participation becomes crucial and is realized through what some researchers have described as "sustainability partnerships," 3 that is, strategic partnerships that share common visions for realizing sustainable systems (Krucken & Meroni, 2006;Vogtländer et al, 2002). Significantly, these partnerships encompass multilevel participation, communications, and complex relationships among stakeholdersdeveloping scientific, social, economic, political, and cultural linkages within actor networks (Newton, 2002;Glasbergen, Biermann, & Mol, 2007;Anttonen, 2010;Linnenluecke & Griffiths, 2010;Vallaster & Lindgreen, 2013;Lai, Lin, & Wang, 2015). This in turn encourages positive attitudes towards selecting products, combining products and services, and formulating regulations that promote lower environmental burden (Vogtländer et al, 2002).…”

Section: Evolutionary Theorymentioning

confidence: 99%

Global sustainability under uncertainty: How do multinationals craft regulatory policies?

Durugbo

Amankwah‐Amoah

2019

Corp Soc Responsibility Env

View full text Add to dashboard Cite

Multinational corporations (MNCs) are increasingly mindful of the significance of sustainability transitions and the need for operations that are energy efficient and environmentally sound. Achieving sustainability under conditions of uncertainty entails the involvement of multiple stakeholders in initiating and carrying out sustainability-focused initiatives. Using longitudinal analysis of Royal Dutch Shell's sustainability policies, we developed an integrated model to elucidate how uncertainty influences sustainability policies in the specific context of MNCs. We identified three phases in the evolution of Shell's sustainability innovation: a self-reflective phase (2000-2003) characterized by intense pressure from climate advocacy groups, an investment phase (2004-2006) for which the MNC attempted to rise to the waste disposal and pollution challenge through renewable sources of energy, and a reorganization phase (2007-2010) to streamline operations. We also uncovered themes that influence how regulatory policies are crafted: responding positively to the "community's voice," risk spreading through joint ventures, revenue transparency for government accountability, and reporting innovation that confronts hard truths. The practical implications are outlined. KEYWORDS environmental policy, global environment, stakeholder engagement, sustainability transitions, sustainable development

show abstract

Exploring the interoperability of innovation capability and corporate sustainability

Cited by 83 publications

References 41 publications

Assessing the Factors Influencing Service Innovation Capabilities and Performance

Assessing the Factors Influencing Service Innovation Capabilities and Performance

Green Product Innovation in Manufacturing Firms: A Sustainability‐Oriented Dynamic Capability Perspective

Global sustainability under uncertainty: How do multinationals craft regulatory policies?

Contact Info

Product

Resources

About