Sustainable Development, Quality Management System and Environmental Management System in Slovak Republic

This paper presents a new and innovative approach to assessing Vocational Education and Training (VET) organizations institutional sustainability in terms of five key pillars: institutional capacity, environmental, economic, social, and training provision. In the five areas of the proposed new and original sustainability assessment framework, a total of 40 performance indicators are used to make the assessment. The assessment process is based on a novel approach for the couple values for performance and importance of the indicators, by using scales from 1 to 5 for both. There are five performance categories (awareness, measures, action, innovation and excellence) and five importance categories for each indicator. The framework is innovative, both by its objective, which consists in impact determining and improvement on environmental, economic, social and quality of the training system and by development of a strategy based on performance indicators that integrates sustainable development. The implementation methodology is based on the newly developed framework and detailed application guidelines are provided. Exact results from a case study carried out and an analysis of the results for the environmental area are presented in order to validate the methodology in action. The results are used to establish a sustainability baseline, to identify possibilities for improvement, and to prioritize implementation.

Section: Methodsmentioning

confidence: 99%

Sustainability Assessment Framework for VET Organizations

Moldovan

2015

“…Moreover, in the manufacturing industry, process innovation within a wide range of activities is determined by changing the technology, work processes, or behavioral routines of the organization. For instance, change processes are associated with either total quality management (TQM) and environmental management such as ISO 14000, ISO 14001, and ISO 9000 systems, or TQM [86][87][88][89][90] as advanced manufacturing practices supported by circumstances of top management commitment, setup, and financial and system benefit awareness. The latter are dominantly carried out within large firms, which are unlike small firms regarding their internal flexibility, external reconfiguration, and integration capabilities as promising capabilities for innovative strategies, as well as learning network capability and resource acquisition, which enable capturing and exploiting opportunities [91].…”

Section: Firm-specific Capabilitiesmentioning

confidence: 99%

The Role of Process Innovation between Firm-Specific Capabilities and Sustainable Innovation in SMEs: Empirical Evidence from Indonesia

Widya-Hasuti¹,

Mardani

Štreimikienė

et al. 2018

The importance of sustainable innovation achievement propels firms to consider the economic, social, and environmental dimensions of sustainable development. However, it is important to clarify that not all innovations impact sustainable development. Regardless of the limited circumstances in small and medium-sized enterprises (SMEs), intrapreneurship, stakeholder integration, and absorptive capacity are firm-specific capabilities that could be explored as strategic intentions of management practices in the organization. This paper investigated the mediating role of process innovation in the relationship among the firm-specific capabilities of absorptive capacity, intrapreneurship, and stakeholder integration for sustainable innovation in SMEs. This empirical study examines the manufacturing sector of Indonesian SMEs with a sample size of 190 firms. The study found that practices of process innovation, as a mediator triggered by the firm-specific capabilities of absorptive capacity, intrapreneurship, and stakeholder integration affect sustainable innovation, although at low stages. Finally, implications for the theory and practice of attaining sustainable innovation in SMEs are drawn.

“…Environmental certifications like ISO 14000 and EMAS, environmental policies, planning of environmental objectives, checking and control of environmental activities [1,10,[56][57][58] Corporation Green Image…”

Section: Resource Materials Consumptionmentioning

confidence: 99%

“…Internal Business Processes were related to supply chain activity, particularly in the fusion with production management. The Internal Business Processes dimension comprises Resource Material Consumption, Pollution Production Control, Waste Disposal Capability, and Environmental Management System [10,41,[47][48][49][50][51][52][53][54][55][56][57][58]83,84]. The Resource Material Consumption criterion was developed with reference to the Euro map 60, offering a facilitative measurement strategy and benchmarking concept; for example, measurements of energy efficiency were performed under standardized conditions such as the use of comparable raw materials [50,51].…”

Section: Internal Business Processesmentioning

confidence: 99%

Multicriteria Decision Analysis to Develop Effective Sustainable Development Strategies for Enhancing Competitive Advantages: Case of the TFT-LCD Industry in Taiwan

Kuo

Lin

et al. 2016

Abstract:In the Internet of Things era, panel displays play a major role in human life, because humans frequently use liquid crystal displays to monitor their electrical devices. The display industry creates remarkable economic output, but every manufacturing process inevitably has some undesirable effects on the environment. With the increasing awareness of environmental protection, balanced development is necessary to address the emerging market trends. However, short-sighted manufacturing corporations that focus solely on financial performance can achieve only short-term profits. The purpose of this study was to develop the most effective sustainable improvement strategies that can enhance competitive advantages in real-world situations. The proposed method combines the balanced scorecard and a new hybrid modified multiple attribute decision-making model which together adopt the DEMATEL technique to construct the influential network relation map and develop the DEMATEL-based ANP with the VIKOR method to deliver strategies that integrate environmental sustainability and competitive advantage. Finally, a real-world case study applying the proposed method to the cases of liquid crystal display manufacturers was conducted. Then, this paper discusses the effective use of natural resources, development of enterprises, and sustainable competitive advantage in this context. Various manufacturers, communities, and stakeholders can benefit from the coopetition solutions explained by the proposed method.