Sustainable Value Creation—From Concept Towards Implementation

Evans, Steve; Fernando, Lloyd; Yang, Miying

doi:10.1007/978-3-319-48514-0_13

Cited by 58 publications

(78 citation statements)

References 31 publications

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“…Understanding how COI coevolves and is conducted to adapt or create new systems is needed [25,76]. We argue that understanding how collaboration is conducted is crucial to advance the knowledge-implementation gap [15,22,27]. Additionally, COI has much to gain from integrating strategic management and open innovation literature to understand; (1) the potential structure of the collaborative projects [41], (2) how open to be when collaborating within the COI context [48][49][50], (3) the challenges of the open innovation paradox [41,42].…”

Section: Research Gapmentioning

confidence: 99%

“…So, new value-network configurations and relationships (created through collaboration) appear needed to connect actors' innovation activities to explore how to adapt or create new systems [11][12][13]. Such innovations require a higher degree of complementary innovation activities, across different levels of interaction within a system, to generate or facilitate value creation, delivery, and capture opportunities by connecting actors business models [14,15]. It is also not always clear what complementary innovations are required, how to create or test potential combinations, or even whether positive systemic changes are produced; this necessitates a more collaborative, iterative, and experimental approach towards innovation [16].…”

Section: Introductionmentioning

confidence: 99%

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How Do Companies Collaborate for Circular Oriented Innovation?

2020

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Collaborative innovation is necessary to explore and implement circular economy strategies. Yet, empirical investigations into such collaborations are scarce. It is unclear whether the circular context creates differences or represents adaptions within how collaborative innovation is conducted. We draw upon strategic management and open innovation literature to highlight what is known about collaborative innovation and the types of innovation conducted. We use these insights to investigate explorative qualitative case research into how practitioners in the Netherlands have conducted collaborative circular oriented innovation. Our findings show that open innovation criteria can aid our understanding and analysis. Key managerial considerations relate to the incremental or systemic nature of the innovation pursued, which induce different collaborative projects and knowledge management structures. For incremental innovation, we observe phases of collaboration, whereas for more systemic innovation, we observe a more collaborative portfolio and layered approach. Furthermore, the more radical innovation pursuits that explore slowing or recovery strategies, especially beyond business-to-business arrangements, challenge companies. A crucial challenge remains related to how to develop and assess collaborative and system-oriented business models in the transition towards a circular economy. Finally, future research is needed to assess whether the current modes of collaborative innovation are sufficient to deliver a circular economy transition.

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Section: Research Gapmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

How Do Companies Collaborate for Circular Oriented Innovation?

2020

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“…[9] Many of the background literature, based on Freeman's [10] stakeholder theory, states that business must focus on a broad range of stakeholders by defining and delivering values of the business to them. [11][12][13]. Sustainable success is related to successfully fulfilling the needs of corporate stakeholders.…”

Section: Background Literature and Hypothesismentioning

confidence: 99%

Human Factor Preparedness for Decentralized Crisis Management and Communication in Cyber-Physical Systems

2019

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Crises are influencing the corporate sustainability. Long-term stakeholder value built in decades can be ruined by a middle scale crisis. In the new world of cyber-physical systems, scholars emphasize the decentralized, human–machine cooperation based disturbance handling. From information technology and communication (ICT) point of view the cyber-physical systems are ready for a sustainable, decentralized crisis management. The aim of the article is to present results of a research that has as objective to study the readiness of the human component of cyber-physical systems for a decentralized crisis management approach in industrial organizations. Two highly regulated industries—automotive and pharmaceutical industry- was selected; in all the studied organizations the continuous human-machine cooperation is a reality. The sample consisted of 151 respondents and a questionnaire-based survey was used. The study revealed the need for guidance and education for the personnel regarding the roles and competences of the different departments regarding the relationship with certain stakeholders. The study also reveals that apart from some explicitly regulated by law areas—fire safety, occupational health and safety, and some issues related to technological failures—the studied organizations are not prepared for unexpected situations. Also, our survey revealed that the members of the organization, others than top managers, are not prepared to handle ‘off the job-description’ situations.

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“…A review of the sustainability literature suggests a few key concepts and critical ways to understand sustainable value creation [52]. The first one is systems thinking, which potentially provides the scope to integrate multiple factors: economic, social and environmental [53,54].…”

Section: Sustainable Value Creationmentioning

confidence: 99%

The Mechanisms of Creating Value vs. Financial Security of Going Concern—Sustainable Management

Kaczmarek

2019

Sustainability

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The subject of this research study is the quantification of corporate value creation in relation to the level of the financial security of a company’s functioning. The research aims to compare the two mechanisms. Assessments concern the degree of the balancing of effects in the context of value creation and financial security sustainable management. The analysed entities comprise all the manufacturing enterprises in Poland in 2007–2018, included in public statistical data. In light of the above, the study is unique in character, comprising the broadest possible range of entities. The results support the main hypothesis—which is subordinated to the study’s adopted main target—as well as five sub-hypotheses. The study employs a multifaceted logit model of financial security, and the multifaceted value measure. The paper examines value drivers as well as financial security explanatory variables. The study makes use of cause and effect analysis, object relocation analysis and an analysis of the variability and clustering of objects. On the basis of the detailed research findings, the following rule was demonstrated: there is a directly proportional relationship between the effects of the value creation process and the ensuring of financial security in manufacturing enterprises (compliance with the sustainable management principle).

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Sustainable Value Creation—From Concept Towards Implementation

Cited by 58 publications

References 31 publications

How Do Companies Collaborate for Circular Oriented Innovation?

How Do Companies Collaborate for Circular Oriented Innovation?

Human Factor Preparedness for Decentralized Crisis Management and Communication in Cyber-Physical Systems

The Mechanisms of Creating Value vs. Financial Security of Going Concern—Sustainable Management

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