How Do Leaders Embrace Stakeholder Engagement for Sustainability-Oriented Innovation?

Ghassim, Babak; Foss, Lene

doi:10.1007/978-3-030-19681-3_6

Cited by 7 publications

(7 citation statements)

References 51 publications

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“…These findings support previous work on the importance of R&D intensity and the skills and education of employees tasked with innovation [78,86,87,89]. Since the implementation of open innovation for sustainability requires specific organizational capacities and knowledge integration methods [46,61,78,90].…”

Section: Discussionsupporting

confidence: 88%

“…The first, regarding whether or not companies introduced new business practices in terms of how they organize work or procedures, and the second, if said companies implemented new models for managing external relations with other companies or public institutions. This is because the implementation of open innovation for sustainability requires specific organizational capacities, which are different to those that a company might already possess, and knowledge integration methods [46,61,78,90].…”

Section: Absorptive Capacitymentioning

confidence: 99%

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Cooperation Networks as a Driver of Sustainability-Oriented Innovation

Melane-Lavado

Álvarez-Herránz

2020

Sustainability

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Companies can contribute to sustainable development in a dynamic and globalized market, such as today’s, through Sustainability-Oriented Innovation (SOI). However, to do this implies meeting specific requirements and dealing with greater complexity because of the higher level of sophistication of cooperation networks for this kind of innovation. In this context, to meet the requirements demanded by SOI, Foreign Direct Investment (FDI) is considered fundamental. However, it is not known whether their capacity to focus more on heterogeneous knowledge sources, which, thanks to their cooperation networks, are broad and geographically diverse, would have a differential impact on SOIs. Through comparative analysis, this paper attempts to shed light on the possible network differences for companies, with and without FDI, looking to undertake SOI. It focuses on the knowledge framework and geographical scope stemming from cooperation for successfully undertaking sustainable developments. To this end, three networks had to be set up, which include diversity, scope, experience, and frequency of national, European, and global cooperation. The results lend strength to the theory that SOI is favored by European and global cooperation networks if companies have FDI, and by national networks if there is no foreign participation. For this, the role of absorptive capacity is key, understood as a joint analysis of R&D intensity and the skills and education of employees tasked with innovation, and the implementation of new organizational methods. Lastly, it is confirmed that having FDI allows companies to have qualified employees, and better methods and organizational practices in connection with an openness to innovation.

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Section: Discussionsupporting

confidence: 88%

Section: Absorptive Capacitymentioning

confidence: 99%

Cooperation Networks as a Driver of Sustainability-Oriented Innovation

Melane-Lavado

Álvarez-Herránz

2020

Sustainability

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“…Besides, sustainability may enhance employees' intrinsic motivation, leading to a higher level of innovation performance (Chaurasia et al 2020). Ghassim and Foss (2020) revealed that majority of their respondents believed that sustainability is becoming increasingly important to leaders and that the risks of failing to act on are achievement growing. The pressure an organisation feels to implement sustainability leadership practices too often results in a jumble of uncoordinated sustainability activities and disconnected from the firm's strategy that neither makes any meaningful social impact nor strengthens the firm's long-term competitiveness.…”

Section: Sustainability Leadershipmentioning

confidence: 99%

“…The finding also concluded that sustainability is becoming increasingly important to school leaders and that the risks of failing to act on may affect the success of the school achievement. The school leaders feel that implementing sustainability leadership practices too often results in a coordinated sustainability activity, connects to the strategy that makes any meaningful social impact, and strengthens the long-term competitiveness (Ghassim and Foss, 2020). The long-term competitiveness is also related to a study by Sureka et al (2020) in the international journal of productivity and performance management (2004)(2005)(2006)(2007)(2008)(2009)(2010)(2011)(2012)(2013)(2014)(2015)(2016)(2017)(2018).…”

Section: The Influence Of Sustainability Leadership On High-performin...mentioning

confidence: 99%

The influence of entrepreneurial leadership and sustainability leadership on high-performing school leaders: mediated by empowerment

Kasim

2021

Leadersh Educ Personal Interdiscip J

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The fifth shift of the Malaysian Education Blueprint (MEB) 2013–2015, stated that the ministry will ensure high-performing school leaders are placed in every school. But the main challenge for the Malaysian school leader is to improve and achieve the key performance indicators of high-performing schools. This study supports the aspirations of MEB 2013–2015 by identifying the best practices of leadership to achieve outstanding student performance as well as to maintain the high-performance of schools. Therefore, this study examines the influence of entrepreneurial leadership, sustainability leadership and empowerment towards high-performing school leaders in primary schools of East Coast Malaysia. The instrument used is a questionnaire adopted from several questionnaires developed by previous researches on entrepreneurial leadership, sustainable leadership, empowerment and high-performing school leaders. A total of 486 questionnaires were distributed to the respondents of 15 high-performing primary schools in Kelantan, Terengganu and Pahang using the random sampling technique. With a 58 percent return rate, the data were analyzed using SPSS version 24 and SmartPLS version 3.28 for descriptive analysis, measurement model and structural model. The findings show that variables such as entrepreneurial leadership exerted a significant influence on high-performing school leaders and sustainability leadership also exerted a significant influence on empowerment. In addition, the results of this study support the contributions of the study that have been proposed. The findings of this study will contribute to future research, particularly to researchers aiming to examine this leadership style in depth on school performance in Malaysia.

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“…Society consists of complex and interrelated networks with diverse stakeholders where leadership is responsible for ensuring unity and harmony within society (Salem, 2012;Ghassim & Foss, 2020). The stakeholder perspective has often been identified as a core strategic leadership competency (Donaldson & Preston, 1995;Polansky, 1995;Porter & Kramer, 2006;Post et al, 2002;Wondirad, Tolkach, & King, 2020).…”

Section: Stakeholder Relationshipmentioning

confidence: 99%

Leadership Dimensions Influencing Sustainability Leadership in Sri Lanka: Mediating Effect of Managers’ Ethical Behaviour and Organizational Change

Sumanasiri¹

2020

JMS

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This study examines the mediation effect of managers’ ethical behaviour and organizational change on the leadership dimensions that influence sustainability leadership among Sri Lankan managers. Manager’s attitudes to organizational change and their ethical behaviour are identified as essential dimensions to achieve sustainable leadership in the business world. While much of the literature underlines the direct relationship between organizational leadership and either organizational change or manager’s ethical behaviour, only a few studies focus on the mediating effect of the manager’s ethical behaviour and organizational change leadership on perceptions of creating a sustainable organization. Sri Lanka is identified as a developing country with strong socio-cultural values that promote sustainability. Understanding what constitutes sustainability leadership in a developing country such as Sri Lanka is worth examining. The responses of 596 managers were analyzed using factor analysis and structural equation modeling. The findings confirm that stakeholder relations are the most influential dimension for creating sustainability leadership. Mediation analysis tests confirmed that the two mediators of managers’ ethical behaviour and change leadership fully mediate the relationships between employee engagement and leaders’ concern for social and environmental sustainability, which concern was identified as the weakest of the three leadership dimensions suggesting that long-term orientation has not much potential for creating sustainability leadership among Sri Lankan managers.

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How Do Leaders Embrace Stakeholder Engagement for Sustainability-Oriented Innovation?

Cited by 7 publications

References 51 publications

Cooperation Networks as a Driver of Sustainability-Oriented Innovation

Cooperation Networks as a Driver of Sustainability-Oriented Innovation

The influence of entrepreneurial leadership and sustainability leadership on high-performing school leaders: mediated by empowerment

Leadership Dimensions Influencing Sustainability Leadership in Sri Lanka: Mediating Effect of Managers’ Ethical Behaviour and Organizational Change

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