Managing innovation for sustainability

Seebode, Dorothea; Jeanrenaud, Sally; Bessant, John

doi:10.1111/j.1467-9310.2012.00678.x

Cited by 219 publications

(237 citation statements)

References 15 publications

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“…financial and human resources), (iii) the organisation's ability to reply to changes and related capabilities including the dynamic capabilities and technology absorptive capacity (ability to recognise the value of a certain technological innovation), (iv) ability to successfully integrate it within the organisation strategy) (Andersson et al, 2001;Kindstrom et al, 2013;Seebode et al, 2012;Teece et al, 1997;Wang et al, 2007), and (v) the organisation's culture and orientation (e.g. market orientation).…”

Section: [Figure 2 Here]mentioning

confidence: 99%

A new approach to retailing for successful competition in the new smart scenario

Pantano

Priporas

Dennis

2018

IJRDM

106

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Purpose-This study develops the idea of smart retailing, exemplified in innovative, technology-enriched retail services as part of service-oriented strategies. In particular, the aim is to provide a new integrated framework to understand the emerging retail scenario based on the smart usage of technologies to improve retail service and develop innovation management strategies. This framework will provide a comprehensive understanding the basic forms of smart retailing as the current competitive scenario.Design/ Methodology/approach-As a viewpoint, this paper employs an interdisciplinary approach, drawing upon the actual challenges in retailing, to propose a new perspective, the smart retailing one, to describe the new competitive scenario and formulates an emerging research agenda.Findings-The present paper contributes to research on innovation and technology management for retailing by examining the key dimensions of smart retailing, which aims to enhancing retail service quality and retailers' performance.Originality-The paper explains how current retailing is moving to a smart perspective, and how retail management should be adapted to successfully perform in the current servicedominant logic scenario, as a consequence of increasing consumer involvement in service coproduction and the rapid growth of digital technologies.2

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Section: [Figure 2 Here]mentioning

confidence: 99%

A new approach to retailing for successful competition in the new smart scenario

Pantano

Priporas

Dennis

2018

IJRDM

106

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“…In this situation, innovative solutions are seen as a key driver for improving companies' environmental performance [1,3,4]. However, the wide range of stakeholders with often contradictory demands makes developing green innovations a highly complex, ambiguous and risky endeavor [5].…”

Section: Introductionmentioning

confidence: 99%

The More, the Merrier: Why and How Employee-Driven Eco-Innovation Enhances Environmental and Competitive Advantage

2016

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Abstract:Innovative solutions are often conjured as a key factor for companies to come closer to the goal of ecological sustainability. Furthermore, proactive eco-innovation activities can encompass competitive advantages. Companies are therefore well advised to tap any available source of innovation. However, although employees' innovative capacity has often been described, to date, their manifold potentials for eco-innovation processes have hardly been examined in detail. The overarching research questions guiding this conceptual paper are why and how employee participation in eco-innovation processes can entail environmental and competitive advantages for companies. The authors introduce the concept of employee-driven eco-innovation (EDEI), defined here as ordinary employees' voluntary engagement in innovation activities within an organizational context that, intentionally or not, lead to environmental improvements. This paper complements previous literature on employee-driven innovation (EDI) by applying it to the specific case of eco-innovation. In this context, employees' comprehensive environmental competences resulting from "tacit knowledge", "private consumer experience" and "green identity" are taken into account. In addition, we delineate critical intra-organizational factors for EDEI activities and illustrate green employees' specific requirements in this regard.

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“…Adapting or redeveloping the business model to support sustainability make possible changes in the organisation and product portfolio Lüdeke-Freund (2009), Boons and Lüdeke-Freund (2013), Schaltegger et al (2012) and Schaltegger et al (2016a) Organisational ambidexterity for driving sustainability innovation Ambidexterity is about creating organisational structures and processes for enabling companies to simultaneously pursue two innovation modes that often conflict-incremental and radical innovation. Recently, the ambidexterity concept has been adopted by scholars in sustainability and innovation research in order to analyse how conventional firms could embark towards sustainability while also retaining their existing core business , Seebode et al (2012), Wicki (2015) and Wicki et al (2015) Sustainability Balanced Scorecards and their Architectures: Irrelevant or Misunderstood?…”

Section: The Sbsc As a Tool For Radical Change Towards Sustainability?mentioning

confidence: 99%

Sustainability Balanced Scorecards and their Architectures: Irrelevant or Misunderstood?

Hansen

Schaltegger

2017

J Bus Ethics

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In a recent systematic review of the Sustainability Balanced Scorecard (SBSC) literature in this journal, we developed a typology of architectures as a basis for the process of SBSC design, implementation, use, and evolution. This paper addresses a comment by designed to stimulate further research. We argue that the existing literature demonstrates that the SBSC management tool can play an important role in corporate sustainability. The SBSC architectures-as representations of goals and priorities-form an integral and iterative part of the corporate sustainability strategy-making process and therefore cannot be isolated from it. However, the concept as such should not be overloaded (e.g. as a tool for radical change). In this paper, we first reflect on the potentials and constraints of the SBSC in relation to (1) radical or transformational change and (2) measuring performance outcomes on the level of humanearth systems. Second, we discuss the importance of SBSC architecture concerning (1) how it enables the integration of sustainability into business organisations; (2) how both strictly hierarchical cause-and-effect chains and less hierarchical designs can allow companies to seek inclusive profits; and (3) the contingency-based use of generic architectures (i.e. using the sustainability strategy and value system to determine a fitting architecture) in contrast to its use as a diagnostic tool (i.e. the architecture revealing the sustainability strategy and value system).

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Managing innovation for sustainability

Cited by 219 publications

References 15 publications

A new approach to retailing for successful competition in the new smart scenario

A new approach to retailing for successful competition in the new smart scenario

The More, the Merrier: Why and How Employee-Driven Eco-Innovation Enhances Environmental and Competitive Advantage

Sustainability Balanced Scorecards and their Architectures: Irrelevant or Misunderstood?

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