Sustainable innovation and the triple bottom-line: a market-based capabilities and stakeholder perspective

Weidner, Kelly; Nakata, Cheryl; Zhu, Zhen

doi:10.1080/10696679.2020.1798253

Cited by 53 publications

(36 citation statements)

References 114 publications

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“…To the best of our knowledge, this is the first study that positively relates stewardship leader behavior with organizational learning capability and challenges the usual goal of previous research, that had been analyzing how organizational learning fosters concern for sustainability or social responsibility, rather than the opposite effect (e.g. Lozano, 2014;Siebenh€ uner and Arnold, 2007;Vos et al, 2018;Weidner et al, 2020).…”

Section: Discussionmentioning

confidence: 64%

Leadership for sustainability: fostering organizational learning to achieve radical innovations

Domínguez-Escrig

Broch

2021

EJIM

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Purpose While concerns about the social and environmental impact that result from business activity continue to grow, a stream of research consolidates to understand the mechanisms that can favor more sustainable companies. The present study tries to expand the knowledge of the antecedents of radical innovation by analyzing the effects of alternative and understudied constructs. Grounded on stewardship and organizational learning theories, this paper analyzes how leaders that are concerned with sustainability and the social impact of their companies may boost this type of innovation by facilitating an organizational context that promotes experimentation, dialog, participative decision-making, risk-taking and interaction with the external environment. Design/methodology/approach Through structural equation modeling, the study provides empirical evidence of the positive effect of stewardship leader behavior on radical innovation, using organizational learning capability as an explanatory variable. Findings Results suggest that organizational learning capability fully mediates the relationship between stewardship leader behavior and radical innovation. Research limitations/implications This research focuses on a sample frame of Spanish companies with recognized excellence in human resources management. Practical implications In the context of a growing interest in sustainable development, and concern for the consequences of economic and business activities, this study highlights the role played by stewardship leader behavior to foster radical innovation and organizational learning capability which, in turn, represent essential tools to compete in a globalized and turbulent context. Originality/value To the authors’ knowledge, this is the first empirical study that analyzes the mediating effect of organizational learning capability in the relationship between stewardship leader behavior and radical innovation. This paper contributes to the understanding of how stewardship leader behavior affects radical innovation and the key role played by organizational learning capability.

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Section: Discussionmentioning

confidence: 64%

Leadership for sustainability: fostering organizational learning to achieve radical innovations

Domínguez-Escrig

Broch

2021

EJIM

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“…Such research maximizes the impact on stakeholder thinking (e.g., Weidner et al, 2020) and action by providing conceptual insights and new knowledge about consumers in urban and rural areas that marketers can use to develop appropriate marketing management. The findings will help marketers to identify and enact environmentally sustainable strategies and to elaborate sustainable offers outside their common operating markets (e.g., car sharing in rural areas).…”

Section: Discussionmentioning

confidence: 99%

“…Marketing and sustainability are inextricably intertwined because marketing significantly influences consumers to act more sustainably (White et al, 2019). The most prominent concept of sustainable development is the triple bottom line approach (originating in the Brundtland Commission): environmental welfare, economic gain and social benefit (Weidner et al, 2020). Therefore, sustainable marketing needs to focus on maintaining or achieving balanced consumption, which is economically, socially and environmentally necessary for sustainable development (Quoquab and Mohammad, 2020).…”

Section: Introductionmentioning

confidence: 99%

Urban and Rural Sustainability: Divergent Concepts and Their Consequences for Marketing

Zulauf

Wagner

2021

Front. Sustain.

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Most sustainability innovations are adapted to the needs of urban areas. These innovations are either not offered at all in rural areas (e.g., car sharing) or require massive effort and restrictions to be usable or effective (e.g., ride sharing). Delving deeper than the description scholarly research needs to clarify consumers' conceptualization of sustainability in urban and rural areas. Notably, the extent to which sustainable innovations are adopted and their associated adoption dynamics with the consequences for marketers, consumers and society differ between urban and rural. Two research questions are pressing: (i) How do conceptualizations of sustainability differ between rural and urban living consumers? (ii) Which consequences for sustainable marketing management arise from differences and similarities of upstream innovations with downstream dynamics in urban and rural areas? Despite the wide range of previous research, the question of whether consumers living in urban and rural areas have a similar understanding of “sustainability” has not been comprehensively addressed. We consider the literature on both the intention-action gap in sustainability and Value-Belief-Norm Theory. This provides researchers with guidance to reveal divergences in values, motives and enablers for sustainability among people in urban and rural areas. Studies that deepen the understanding of how innovative service and product offers need to be designed to the specificities of urban and rural environments, contribute to clarifying consumers' intention-action gap.

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“…On the one hand, several authors adopt the term 'green innovation' to emphasise on the environmental component of sustainable innovation [18][19][20][21][22][23][24][25][26][27][28]. On the other hand, some authors incorporate the three dimensions of sustainability, providing an extended definition of SI [3,29,30]. For instance, Rohrbeck et al [3] (2013, p. 2) define SI as "inventions in technology, process or market that simultaneously create economic and societal value.…”

Section: Theoretical Background 21 the Concept Of Sustainable Innovationmentioning

confidence: 99%

“…Early literature focuses on the drivers and barriers to adopting sustainable innovation into companies (e.g., [7,8]), which has remained a topic of interest along the subsequent years (e.g., [38][39][40][41][42][43][44]). Then, from 2014 to date, a considerable amount of research studies the determinants to develop successful sustainable innovations (e.g., [9][10][11][12]20,24,29,[45][46][47][48], among others). Finally, the most recent and less explored topic refers to the process of sustainable innovation development (e.g., [14,15,17,49,50]).…”

Section: Thematic Analysis Of the Sustainable Innovation Literaturementioning

confidence: 99%

A Methodological Framework to Support the Sustainable Innovation Development Process: A Collaborative Approach

et al. 2021

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The notion of sustainable innovation (SI) emerged recently in the academic literature and evokes deep changes in organizations’ products, processes, and practices to favour the creation of social and environmental value in addition to economic returns. The development of SI implies a collaborative process that requires the orchestration of several actors and streams of knowledge to be successful. Indeed, companies adopting the SI path need structured methodologies to guide the collaboration process with internal and external actors and support the decision process. Nevertheless, the literature has focused on the analysis of determinants and drivers of sustainable innovation development, while the process perspective has been discussed less. Through an in-depth case study in a large-sized company in France, this article proposes a methodological framework to guide the collaborative process in the early phases of sustainable innovation development. The framework relies on a combination of qualitative research and a multicriteria decision aiding method (AHP). The contributions of this work address two main aspects: (i) the conceptualization of sustainable innovation (SI) and (ii) the collaborative process between internal and external actors to develop SI. Firstly, our study leads to two additional dimensions to complete the concept of SI, traditionally based on the three pillars of sustainability (economic, environmental, and social), by adding the functional and relational dimensions. Secondly, concerning the collaborative process to develop SI, our framework proposes a structured methodology following five steps: definition of the project scope, setting actors’ motivations, defining satisfaction criteria, proposing SI solutions, and performing a decision-aiding process to define the preference profiles of the key actors.

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Sustainable innovation and the triple bottom-line: a market-based capabilities and stakeholder perspective

Cited by 53 publications

References 114 publications

Leadership for sustainability: fostering organizational learning to achieve radical innovations

Leadership for sustainability: fostering organizational learning to achieve radical innovations

Urban and Rural Sustainability: Divergent Concepts and Their Consequences for Marketing

A Methodological Framework to Support the Sustainable Innovation Development Process: A Collaborative Approach

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