Sustainable Innovation:Strategy, Process and Impact

EditorialBe authentic, follow through, and think holistically: Editorial thoughts on the virtuous circle that is sustainable innovationMainstreaming sustainable innovation: A multifarious perspectiveThe strategy perspectiveThe network perspectiveThe process perspectiveThe impact perspectiveConcluding editorial thoughtsTHEMATIC SECTION ONE: The strategy perspectiveBusiness model innovation for sustainability: The role of stakeholder interaction and managerial cognitive changeIntroductionTheoretical backgroundCore concepts of this studySustainable business model innovationStakeholder interactionManagerial cognitionIdentifying the research gapResearch designCase selectionData acquisition and analysisFindingsA stakeholder-induced managerial cognitive changeNP caseD-Grade caseWeGo caseThree shaping processesMarket approach shapingProduct and/or service offering shapingCredibility shapingDiscussionThe role of manager–stakeholder interaction in enabling managerial cognitive changeThree shaping processes and related types of managerial cognitionLimitations and further researchConclusionsSustainable innovation for the business model of nonprofit organizationsIntroductionLiterature reviewSustainable business model in generalSustainable business model of NPOsAnalyzing a sustainable NPO business modelNPO sustainable innovation and its connection to a NPO’s sustainable business modelMethodologyCase studiesWorld Wide Fund for Nature (WWF)Women’s International League for Peace and Freedom (WILPF)OxfamFindings and research propositionsConclusionBeyond the Business Model Canvas: Towards a framework of success factors in sustainability startups – an Austrian perspectiveIntroductionLiterature reviewDefining sustainabilitySustainability and economicsBusiness modelling for sustainabilityStartup success and entrepreneurial cognitionMethodologySample of sustainability startup casesVreshBrotsüchtigDie FairmittlereiBlünResults – framework developmentConsciousnessMeaningProactive attitudeResponsibilityPioneering roleAuthenticityTransparencyDiscussionConclusionLimitations and suggestions for further researchAcknowledgementsTHEMATIC SECTION TWO: The network perspectiveBuyer-supplier collaboration for eco-innovations in a circular economy: A network theory approachIntroductionLiterature reviewEco-innovations and the circular economySupplier collaboration for innovationFrom supply chains to supply networksNetwork theoryTheoretical background and hypotheses developmentPower and innovationTraditional measures of power in networksPower in reference to othersStrong ties and incremental innovationWeak ties and radical innovationInnovation determined by spatial-linked collaborationEffect of buyer-supply network collaboration on innovationConclusionsLimitationsOpen innovation and sustainability: on potential roles of open innovation ecosystems for a sustainability transitionThe role of different ecosystems in sustainability transitionsSustainability transitionsEcosystem types and their characteristicsBusiness ecosystemInnovation ecosystemKnowledge ecosystemEntrepreneurial ecosystemConnecting different dimensions of ecosystemsFocus points for investigating combined roles of ecosystem types in a sustainability transitionDiscussionAcknowledgmentsSustainable innovation: drivers, barriers, and actors under an open innovation lensIntroductionSustainable innovation and open innovation: Definitions and peculiaritiesSustainable innovationOpen innovationOpen sustainable innovation: Evidence from the literatureDiscussion of findings and implications for theory and practiceTHEMATIC SECTION THREE: The process perspectiveThe role of research centers in developing radical innovation for sustainabilityIntroductionTheoretical frameworkSustainability-oriented innovationThe role of incremental and radical innovation in sustainabilityKnowledge needed for the development of sustainability-oriented radical innovationThe role of collaboration for radical innovation for sustainabilityR&D collaboration for radical innovation for sustainabilityThe role of research centers for sustainable radical innovationKey enablers of firms seeking to develop radical sustainable innovation in research centersEstablishing phase – steering enablersCOORDINATION AND INTERNAL FIRM MANAGEMENT OF INVOLVEMENTINFLUENCING RESEARCH ACTIVITIESIDENTIFYING THE CROSSOVER RESEARCHERSCONTRACTUAL PROVISIONSPerformance phase – knowledge-transfer enablersGOAL ALIGNMENT AND CLARIFICATION OF EXPECTATIONSMUTUAL UNDERSTANDING AND TRUST THROUGH SOCIAL EMBEDDEDNESSHIGH LEVELS OF FIRM INVOLVEMENTEnd phase – forwarding enablersSPIN-OFF PROJECTSConcluding remarksMaking innovation sustainable: Lessons from an internal innovation idea challengeIntroductionTheoretical backgroundSustainable innovation using open innovationStrong leadership for changeSystematic knowledge management: Idea Suggestion PlatformChange Agents as facilitatorsResearch methodData collectionCase analysisResearch settingIntroduction of the case firmReigniting innovationStrengthening sustainability through collective intelligenceWhat is the bottom-up innovation program?Process of the Idea Suggestion PlatformWhy is the ISP working well?Forming a consensus of sustainable innovationBeyond the scope of the idea proposalChange Agent for ISPCurrent status of the Idea Suggestion PlatformCurrent statusFrom the improvement of the inconvenience to the opportunity of the new businessLessening the burden on innovators for sustainable innovationChallenges of the Idea Suggestion PlatformNIH syndrome in the execution of ideasDifferent evaluation results among the idea reviewersThinking about continuing ideasConclusionsNoteShaping sustainable innovation based on cultural valuesIntroductionOrganizational culture and business ideas for innovationGABV: Business idea and guiding principlesMeaningUniquenessValues and guiding principlesPositioningCultural change for sustainable innovationGABV: innovation based on dialogue, learning, and developmentLeadership for sustainable innovationGABV: leadership and innovationManaging sustainable innovational valuesManaging cultural values and innovationValues-based Strategy MapStrategic objective: Business developmentChange process and target: To attract more members to the movementStrategic objective: Profile developmentChange process and target: To raise visibility through advocacy and communicationStrategic objective: Partnership developmentChange processes and target: Partnerships and the #BankingOnValues movementStrategic objective: Network and service developmentChange processes and targets: To help members and strengthen networkingStrategic objective: Overall developmentChange processes and targets: Measuring impact and providing capital solutionsResultsConclusionTHEMATIC SECTION FOUR: The impact perspectiveThe role of sustainable innovation in building resilienceSustainable innovation (SI) within the concept of climate change resilienceVulnerabilityVulnerability: A conceptual frameworkReducing vulnerability in urban centers and citiesUrban vulnerability as an impactInherent urban vulnerabilityChallenges involved in developing vulnerability indicatorsConclusionStrategic or symbolic?: A descriptive analysis of the application of social impact measurement in Dutch charity organizationsIntroductionMeasuring impactDefining impactLong-term results and logic modelsEvaluationLearning and accountabilityOrganizational learningAccountabilityInstitutional pressureA typology on the application of social impact measurementType 1: Symbolic logic modelType 2: Coherent logic modelType 3: Learning organizationDataSurveySampleResultsMain findingsTypology per size and sectorEvaluation and impact practicesConclusionImpact of sustainable innovation on organizational performanceIntroductionDefining sustainable innovationInnovation compass and innovation spacesIncremental and radical innovationProposed definition of sustainable innovationSustainability performance constructContextValuesOrganizational cultureStrategiesBusiness modelsSustainable innovation analysis frameworkSingle value creation–regime-oriented strategiesSingle value creation–transition-oriented strategiesMultiple value creation–transition-oriented strategiesMultiple value creation–regime-oriented strategiesBusiness model innovationConclusionAcknowledgementsSustainable innovation and intellectual property rights: friends, foes or perfect strangers?IntroductionSustainable innovation and IPRs: What are the options?Archetypes of sustainable innovationIPRs applicable to sustainable innovationMotives (not) to file IPRs for sustainable innovationPatentsTrademarksDesign rightsConclusions: Towards a research agenda on IPRs for sustainable innovationNoteChallenges in measuring sustainable innovations performance: Perspectives from the agriculture plantations industryIntroductionSustainable innovationsSustainable innovation performance and measurementSustainable innovations in the plantation agriculture sectorTea industry in Sri LankaStrip-spreading of tea bushes (SSTB)Herbicide-free integrated weed management (HFIWM)Challenges in the measurement of sustainable innovationsDetermination of the dimension of sustainability performance to be measuredMeasurement of the sustainability performance under different dimensionsEstablishment of accurate measurement methods which are easy to communicateDetermination of the system boundary for the measurement of sustainability performanceDetermination of the time horizon for the measurement of sustainability performanceVariability in the sustainability performance on the nature of the biological assetsVariability of the sustainability performance on the innovation processVariability of the sustainability performance on uncontrollable factorsPossible solutionsDetermination of the dimension of sustainability performance to be measured and measurement of the sustainability performance under different dimensionsEstablishment of accurate measurement methods which are easy to communicateDetermination of the system boundary for the measurement of sustainability performanceDetermination of the time horizon for the measurement of sustainability performanceVariability in the sustainability performance based on the nature of the biological assetsVariability of the sustainability performance on the innovation processVariability of the sustainability performance on the uncontrollable factorsConclusionsNotes
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