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Abstract
Environmental imperatives are seen by many business leaders to represent a major issue for the 1990's and beyond. The debate about the environmental sustainability of economic activity has important implications for the development of business and places considerable emphasis on the need for planned corporate change. The strategic significance of the environment is particularly critical to R&D as this is characterised by long planning horizons and provides the setting for the development of future products and processes.
The purpose of this paper is to examine the connections between environmental imperatives, strategic change and R&D management. To this end the paper reviews the strategic nature of environmental pressures on business. From this base, consideration is given to the responses required by business, in meeting these pressures. The paper concludes by suggesting that the application of management techniques in concert with organisational change is needed for R&D management to build environmental considerations effectively into innovation. These suggestions can be used to gauge how far individual businesses have developed the systems and structures to enable them to move towards sustainability. The implication of the paper is that R&D management will not only need to apply new management techniques but will have to play a leading role in innovative organisational structures in order to fulfil the full potential of environmentally sensitive products and processes.
... Although there are models of strategic options which include more than four strategy types, these four groups are the most popular and are used interchangeably by different authors (Table 12). These four categories are: indifferent, offensive, defensive, and innovative, proposed by Roome [63]. These classifications can be used also in other economy sectors. ...
... These classifications can be used also in other economy sectors. Indifferent companies are those that have low environmental risk and even less environmentally based opportunities for growth [63]. Offensive companies are those that have considerable potential for exploiting environmentally related market opportunities and include companies that manufacture pollution control equipment [63]. ...
... Indifferent companies are those that have low environmental risk and even less environmentally based opportunities for growth [63]. Offensive companies are those that have considerable potential for exploiting environmentally related market opportunities and include companies that manufacture pollution control equipment [63]. Those adopting a defensive strategy are companies such as chemical companies, which have high environmental risk and cannot afford to ignore environmental issues, or their very survival could be at stake [63]. ...
Sustainable development (SD) can indicate the direction of the development of modern organizations’ transition and transformation strategies in the energy sector. Currently, in most countries, the main challenge for the energy sector’s strategies is to deal with energy security. The implementation of SD induces changes both in strategy and technology. The strategies are based on the technological transition toward renewable energy sources (RES). The aim of this paper is to explore business management literature dedicated to the transformation and transition strategies in the energy sector. The adopted methods are a systematic literature review (SLR) accompanied by a classical literature review (CLR) in Scopus database exploration. A literature review is developed in VOSviewer software and keyword co-occurrences analysis allowed to identify the main changes of direction in energy sector transformation strategies. The literature was explored by the 26 queries which resulted with 11 bibliometric maps. The analysis of the bibliometric maps was a challenge due to the cross-disciplinary strategic directions of development presented in indexed publications in the Scopus database. The identification of the changes in energy sector strategies is important because of its reliance on depleting resources and natural environment degradation. As a result of this paper, there is a visible shift of the trend in explored scientific publication from not only technological-based solutions but also towards managerial and organizational practices to achieve sustainability in the energy sector. This paper, besides the results, presents the theoretical contribution and managerial recommendations for business practices and addresses future research avenues. There are discussed implications of the presented analysis for further research.
... In this context, implementing eco-innovation at company level needs long-term commitments in form of staff skills training (TR), investments in physical assets (INV), and expenditures for research and development (R&D) ( Roome, 1994 ;Sharma, 20 0 0 ;Aragon-Correa et al., 2008 ;Cucchiella et al., 2017 ;Fernandez et al., 2018 ). Investment in R&D is considered as an effective tool to enhance environmental strategies, which often involve the development of new environment-friendly technologies such as more sustainable products and services and more efficient, less resource-hungry operational processes ( Porter and Van der Linder, 1995 ;Gottlieb et al., 1995 ;Nasirtousi, 2017 ). ...
... Adopting environmental strategies at the company level requires long-term commitments, especially financial commitments in relation to the amount of investment required for eco-innovation ( Roome, 1994 ). Companies' ability to envision a sustainable environmental strategy can result in improved environmental performance whilst at the same time improving operational efficiency. ...
... In addition to this process, if the result of the test indicates that the variables are cross-sectionally independent, the Dickey-Fuller (CADF) and (CIPS) unit root tests will be applied to get more accurate results and eliminate inconsistency, cross-section dependency problem ( Pesaran, 2007 ). In the third step, since the benefit of eco-innovation activity happens both in the short and in the long-term ( Roome, 1994 ;Martensson and Westerberg, 2016 ), we would need to apply a second-generation panel co-integration test to determine whether or not the variables have a long-run relationship. If the variables are not stationary at the same order, the autoregressive distributed lag (ARDL) approach, proposed by Pesaran, Shin and Smith (1998) , is more appropriate. ...
80% of the world's energy demand is supplied by petroleum companies, whose operations are responsible for 37% of the greenhouse gas emissions. This paper uses the Porter hypothesis to examine the dynamic impact of eco-innovation on CO2 emission reductions in selected petroleum companies. Second-generation panel regression econometric techniques are conducted employing quarterly data over the period 2005–2016. Three actual eco-innovation indicators namely, investment (INV), training (TR), and, research and development (R&D), are used to capture the impact of eco-innovation on CO2 emission reductions in both short and long-term periods. The results reveal that INV significantly reduces CO2 emissions in the long-term, whereas R&D and TR make significant reductions in CO2 emissions in the short-term. This paper is a novelty that adds an original contribution to the relevant literature and has valuable implications for petroleum companies’ managers to achieve growth purposes, efficient use of resources, and reducing harm to the environment.
... Similarly to the three element conceptual model of strategies there are describes also other four elements models of business categories (Roome, 1994). These four categories are: indifference, offensive, defensive and innovative. ...
... These four categories are: indifference, offensive, defensive and innovative. Indifferent companies are those that have low environmental risk and even less environmentally based opportunities for growth (Loknath and Azzeem, 2017;Roome, 1994). Offensive companies are those that have considerable potential for exploiting environmentally related market opportunities, and include companies that manufacture pollution control equipment etc. (Loknath and Azzeem, 2017;Roome, 1994;Simpson, 1991). ...
... Indifferent companies are those that have low environmental risk and even less environmentally based opportunities for growth (Loknath and Azzeem, 2017;Roome, 1994). Offensive companies are those that have considerable potential for exploiting environmentally related market opportunities, and include companies that manufacture pollution control equipment etc. (Loknath and Azzeem, 2017;Roome, 1994;Simpson, 1991). Those adopting a defensive strategy are companies like the chemical companies, which gave high environmental risk and cannot afford to ignore environmental issues, or their very survival could be at stake (Krupski, 2007;Loknath and Azzeem, 2017). ...
Environmental goals can be essential for the realization of modern organization strategies, especially in the case of renewable energy sector company’s development in Poland. The aim of this article is to discover different strategies formulated by Polish energy supply companies as a result of green management. The tools to analyse this type of management and to indicate the common direction of undertaken activities are the SWOT analysis and the Hellwig’s taxonometric method. These common points can be described by some factors which are related to the creation of green jobs and the reduction of environmental impact. This analytical study explains and describes possible strategies types, which were implemented in companies of the studied sector. Therefore, multicriteria analysis of strategy measurement indicators method was used in this article. Performed analysis can open future research area to examine greening of other sectors.
... Similarly to the three element conceptual model of strategies there are describes also other four elements models of business categories (Roome, 1994). These four categories are: indifference, offensive, defensive and innovative. ...
... These four categories are: indifference, offensive, defensive and innovative. Indifferent companies are those that have low environmental risk and even less environmentally based opportunities for growth (Loknath & Abdul Azeem, 2017;Roome, 1994). Offensive companies are those that have considerable potential for exploiting environmentally related market opportunities, and include companies that manufacture pollution control equipment etc. (Loknath & Abdul Azeem, 2017;Roome, 1994;Simpson, 1991). ...
... Indifferent companies are those that have low environmental risk and even less environmentally based opportunities for growth (Loknath & Abdul Azeem, 2017;Roome, 1994). Offensive companies are those that have considerable potential for exploiting environmentally related market opportunities, and include companies that manufacture pollution control equipment etc. (Loknath & Abdul Azeem, 2017;Roome, 1994;Simpson, 1991). Those adopting a defensive strategy are companies like the chemical companies, which gave high environmental risk and cannot afford to ignore environmental issues, or their very survival could be at stake (Krupski, 2007;Loknath & Abdul Azeem, 2017;Niemczyk & Stańczyk-Hugiet, 2014). ...
Sustainable development goals can be part of modern organisation strategies complimented by management. Green management can be also recognized as the proper tool of handling with complex properties of the business environment and to define its development goals. One of the directions for building economic development is greening the economy by supporting investments aimed at environmental protection and green jobs creation in this area. Green management aim is to support environmental protection provided both by companies and government. The aim of this paper is to analyse the impact of green management on sustainable development in the green strategies in the renewable energy sector among small and medium companies.
... Similarly to the three element conceptual model of strategies there are describes also other four elements models of business categories (Roome, 1994). These four categories are: indifference, offensive, defensive and innovative. ...
... These four categories are: indifference, offensive, defensive and innovative. Indifferent companies are those that have low environmental risk and even less environmentally based opportunities for growth (Loknath and Azzeem, 2017;Roome, 1994). Offensive companies are those that have considerable potential for exploiting environmentally related market opportunities, and include companies that manufacture pollution control equipment etc. (Loknath and Azzeem, 2017;Roome, 1994;Simpson, 1991). ...
... Indifferent companies are those that have low environmental risk and even less environmentally based opportunities for growth (Loknath and Azzeem, 2017;Roome, 1994). Offensive companies are those that have considerable potential for exploiting environmentally related market opportunities, and include companies that manufacture pollution control equipment etc. (Loknath and Azzeem, 2017;Roome, 1994;Simpson, 1991). Those adopting a defensive strategy are companies like the chemical companies, which gave high environmental risk and cannot afford to ignore environmental issues, or their very survival could be at stake (Krupski, 2007;Loknath and Azzeem, 2017). ...
The analysis of strategy types of the renewable energy sector. W: Enterprise and Competitive Environment : 22nd Annual International Conference, March 21-22, 2019, Brno Czech Republic : abstracts / Svatopluk Kapounek, Hana Vránová (eds.). Brno : Mendel University in Brno, 2019. s. 59-59.
... In order to do so, the author initially investigates the abstract factors like vision and commitment and the more concrete factors including internal and external stakeholders afterwards. Therefore, this paper refers in particular to the conceptual work of Roome (1992Roome ( , 1994Roome ( , 1999, Hart (1995Hart ( , 2003Hart ( , 2010 and Epstein (1995). ...
... In order to avoid that, EMS ought to become part of the corporate philosophy and vision (Greeno, Robinson, 1992;Hart, Milstein, 2003 In order to translate the vision into action, a strong commitment is necessary (Azzone, Bertelè, 1994). Some emphasise that this especially holds true for the top-management (Roome, 1994;Epstein, 1995;Schaefer, 2004). Thus, the EMS are not only an additional integral of the business activities, but also a driver of the overall corporate strategy (Roome, 1994;Clarke, Roome, 1999). ...
... Some emphasise that this especially holds true for the top-management (Roome, 1994;Epstein, 1995;Schaefer, 2004). Thus, the EMS are not only an additional integral of the business activities, but also a driver of the overall corporate strategy (Roome, 1994;Clarke, Roome, 1999). ...
For the past few decades corporate environmental awareness developed from compliance with legislation, seen as a costly burden, to models promoting the competitive and financial advantages following from the implementation of Environmental Management Systems. While research assigns corporate environmental awareness growing attention, the conceptual work available often investigates specific parts of the implementation process. Thus, to a certain extent these papers only ever represent a limited picture of environmental awareness as part of the corporate strategy. At the same time, empirical research offers mixed results on the relationship between environmental and economic performance. This paper contributes to the existing literature by the incorporation of these different research focuses, frameworks, models and empirical results. On the basis of a literature review a model is suggested, presenting the sequential steps of the implementation process. The author argues that companies should take a proactive stance on corporate environmental awareness. Not only to comply with legislation or pressure groups, but also in order to achieve competitive and financial advantages. Furthermore, this paper states that for sustainable development to be translated into applicable operations business and research ought to be cooperating in order to clear the fog surrounding this vague construct.
... Scientific output focusing on business strategies and technologies for environmental sustainability within APEC has been constantly evolving since 1994, when the first article on the topic appeared. This first article stressed the need for planned corporate change in relation to the debate on environmental sustainability (Roome, N, 1994). Thereafter, between one and two papers were published each year until 2006 when there were three, then six the following year. ...
... Cited 89 times and placed ninth, Roome, N, 1994, proposed that research and development management will need not only to apply new management techniques but to play a leading role in assuring innovative structures with which to develop environmentally sensitive structures. It should be noted that this was the first article to focus entirely on the topic of business technology strategies for environmental sustainability in APEC. ...
The implementation of sustainable development within the member states of the Asia-Pacific Economic Cooperation forum (APEC) takes into account business technologies and strategies as key to progress. As such, this paper proposes a methodology for a systematization of the literature that recognizes the importance and growth of the topic over time. It encompasses an analysis of the countries with the greatest scientific output, the most productive authors, and a characterization of the areas and variables researched, as well as some possible future lines of research. The bibliometric analysis was based on a review of 234 scientific papers in the Scopus database. The main results reveal increasing interest in information systems and technologies in relation to environmental problems, with interdisciplinary perspectives to environmental sustainability.
... One other area that was brought into light by the dialect over viable development was the role of creativity in increasing viability [13]. A very important strategy for companies to achieve collaborative sustenance is innovation practices driven by the idea of viability [14]. The inculcation of communal aspects into the products [15], the manufacturing process, and the structure of an allied organization are called sustainabilityoriented innovation (SOI) [16]. ...
... The present research of CSR is not manifesting clearly; the nature of the relationship [18]. The ever increasing studies express the relationship between invention and CSR endorse the twin direction that can be taken by invention and CSR [14]. Two pathways have been proposed [23]. ...
Fire fighting started in Pakistan electrical generation industry in Mid 2000s. There was a huge difference between supply and demand of Pakistan electrical power generation at that time. Government lacking resources to meet consumer's electrical energy demands open room for independent power producers (IPPs). Thirty one out of thirty six IPPs operating in the country till date are generating electricity using thermal power technologies. These power plants generate a lot of environmental pollution. This led toward serious cooperate social responsibility (CSR) issues. The connection between CSR and the value of a business has inquired upon, but a formidable difference between researches is still present if we take into account the mutual relation between innovation and CSR. This article inquires its association with collective innovation and stable production in one collective model by using the study of retrogression on compiled data that has arranged from different companies in Pakistan that produce electricity and energy. As a consequence', we found a somewhat mediatory link between the product of creativity and the mutual relation between CSR and firm executions. The results show the importance of CSR as an essential governing mechanism for firms to be more creative, cost-effective and user-friendly.
... Closely related to these technological opportunities are the firm and sector level capabilities needed to actually adopt new technologies (Cagno and Trucco 2007;den Hond, 1996;Roome, 1994;Montalvo, 2002). It has been reported that insufficient availability of expertise in clean production (eco-design) (Tukker, et al., 2000), the current training and clean technology capacity building at the sector level (Koefoed and Buckley 2007;Huhtala, 2003) and the insufficient understanding and experience in cleaner production project development and implementation (Staniskis and Stasiskiene, 2003) play a role in the adoption of new cleaner production processes. ...
... The level of expertise might range from the presence of abilities to purchase the appropriate machinery and equipment (Huhtala, 2003) to their operation and maintenance. When the knowledge is not present in the firm adoption will depend on the firm's capacity to overcome skill lock-in, and to unlearn and acquire new skills (Roome, 1994;Orsatto, 1997;. Conducting and promoting organisational change involves the principal-agent problem. ...
This report presents an assessment of the issues driving and barriers slowing the development and uptake of cleaner technologies across the energy, agricultural, transport and industrial sectors of the economy. Based on Behavioural Insights the report identifies what are the barriers impeding progress of cleaner technologies and what policy initiatives, and additional research tasks, are needed to address these barriers. The analysis combined extensive survey work into the reasons behind innovation and business engagement in technology development and uptake, with stakeholder and expert consultation.
SUMMARY
Currently, the level of willingness and involvement of the average firm in Europe is low. There are exceptional forerunners that are leading the way forward in the eight technological clusters considered in this study (cleaner vehicles, renewable energy technologies, energy efficiency in buildings, stationary fuel cells, bio fuels, bio refineries, white bio technologies and mobility chains). The average stakeholder that participated in the survey expects that not only eco-innovation will be an imperative but all the conditions pushing, conducing and enabling eco-innovations development and uptake will be present. For example, economic risk, normally considered a major factor affecting development and adoption of innovations, is expected to steadily decrease in the next years. Similarly, environmental risks are meant to be more prominent and avoidable. It is worth to be noticed that the average respondent in the sample expects environmental risks to start decreasing after 2015.
Concerning the perceived pressure or demand for eco-innovations in by the market (e.g. competitors, consumers, pace of innovation in the sector); regulation (e.g. European directives and national, international treaties, industrial standards); and diverse communities (shareholders, local communities, firm's internal staff) are all expected to steadily increase to a point where they are high. The expected trends and positive outlook described above is underpinned with very positive attitudes in a large proportion of stakeholders that participated in the survey. In all aspects of the standard scale of attitude, a large proportion of the respondents indicated positive outcomes, a small proportion indicated to be uncertain about the effects on their firm and minimum part of the sample expected to negative effects arising from the development and adoption of eco-innovations.
Currently, the global environmental technologies market reached approximately USD 556 billion in 2003 (Globe Net, 2005). Recent estimates project a total value of USD 850 billion by 2010. With varying numbers, some estimations indicate that environmental technologies (or eco-industries) in Europe employ over two million people. European firms participating in the global market account for about one-third and are growing at 5 % per year (COM, 2006). The market in Europe reached USD 165 billion in 2003. The environmental technologies sector is expected to generate large business opportunities in the near and long-term. If we look at traditional segmentations of the market, the largest business areas are wastewater treatment, and environmental instrumentation. Water and wastewater treatment presents the greatest opportunities in the global market. Given the trends in energy, water, and raw materials consumption and generated waste, and expected growth demand from emerging economies like China, India, Russia and Brazil, is very likely that the demand for pollution control, sanitation, and environmental services and equipment in general, will increase sharply in the next decade.
Following the analysis in the same segment, because water technologies are mature, mastery of the technology requires only basic skills in few engineering fields. Thus, any country can in the course of 5 - 10 years acquire sufficient skill (knowledge via reverse engineering) to compete nationally and internationally provided that their companies have access to cheap venture capital. This scenario is valid for most of current traditional pollution control technologies. There is huge role for research and development (R&D) and innovation to underpin the structural transformation of the environmental sector and bring about structural change across the economy. If this challenge is taken seriously - as it should, given the severe anomaly of our current technological stock - there is the possibility of rolling out one of the biggest economic multipliers of modern times. The sector requires industrial and innovation policy throughout the innovation cycle, from basic research to diffusion and global exploitation of eco-innovations.
In the average the firms' engagement on eco-innovation is not conditioned by a main single factor. Furthermore the number of factors affecting the development and adoptions of innovations is large, quite large. One of the main lessons derived from the empirical testing of the model that underpins the assessment of barriers and drives in this project is that in many instances the current policy effort is misplaced. It was demonstrated that the engagement of firms on innovative behaviour is dependent on the interaction of different drivers (or barriers).Currently there are a large number of policy instruments available that could help to promote innovation. One large inefficiency in their application is the minimal coordination and targeting on specific sectors and technologies.
The optimal policy mix for a targeted intervention program to a specific group, this demonstrated by the empirical work in this project would be the following:
- increase environmental risk awareness in suppliers and users of eco-innovations;
- let market pressures act and intervene with the creation of niche markets via public procurement;
- increase technological capabilities and facilitate demonstration projects;
- facilitate the creations of network of collaboration;
- minimise economic risk and direct regulation.
Direct regulation has shown to work only when there are ready available technical solutions and there is an undisputable powerful state. Both necessary conditions are not meet in the case of eco-innovations.
Ultimately, in developing a strategy and plan to encourage innovation and instruments to achieve the goals, generic insights and conclusions may be useful guides or a check list, but it is the national conditions in the international context that correspond to the specific technology and industry in question which will determine what is likely to work or not.
This project has advanced the state of the art on environmental and technology policy research by developing and empirically testing at the EU level a model to assess barriers and drivers to the firm's engagement in the development and use of cleaner technologies (eco-innovation). The approach of this project integrated the newest theoretical and methodological insights from the innovation and environmental policy realms. The project applied a definitional system that enabled empirical testing of the conditions under which innovative behaviour of firms could be fostered. Special effort was placed on the design of policy measures to define new environmental and technology policy pathways to tackle barriers that hamper the development and diffusion of cleaner technologies. This was done in a interactive fashion with a broad range of stakeholders. The project produced insights that are at the horizontal policy level, but also rich knowledge at the sector and technology cluster level.
The empirical work was conducted across nine EU Member States. These included the Netherlands, Sweden, Spain, Germany, United Kingdom, Austria, Hungary, Poland and Czech Republic. The field work included interviews with 109 different stakeholders involved in development, uptake and promotion of eco-innovations. This included regulators, researchers, manufacturers, users, and distributors of eco-innovations. A survey with a broader number of stakeholders included the mailing of 2 440 questionnaires. The rate of response was 14.5 % rendering 356 responses. This level of response enabled the statistical validation of model used with very satisfactory statistical results concerning the validation of the instrument used. In this sense, the research activities fulfilled the scientific objectives of the project. The project generated behavioural indicators that explain and clearly show what barriers affect now the development and adoption of eco-innovations and how these barriers may evolve in the medium and long term.
... This resulted in an increase in their pollution abatement investments significantly. For example pollution abatement expenditure of USA was increased by 137 percent over the period 1979-1994(Berman and Bui, 2001. Similarly, Canada had to increase its pollution abatement expenditure by 27 percent during 1995-2002 to meet the new environmental norms (Statistics Canada, 2004). ...
... It is evident that a lack of cleaner production/design experts (Tukker et al., 2000), lack of capacity enhancement at the firm level (Koefoed and Buckley, 2008;Huhtala, 2003) and the lack of expertise in cleaner production project implementation (Staniskis and Stasiskiene, 2003;del Río et al., 2013) collectively affect the adoption of new cleaner production processes and technologies innovation (Plotnikova et al., 2015). Organizational capabilities such as unlearning old skills, acquiring new skills, ability to collaborate with suppliers and engaging with the customers are very critical for firm-level CTA (Roome, 1994;Murphy and Gouldson, 2000;Florida, 1996;Van Dijken et al., 1999;Kerndrup et al., 1999;Duffy et al., 1999;Eder's, 2003;del Río et al., 2013). A study by Adeoti (2002) covering 122 plants in the food, beverage and textiles sub-sectors in Nigeria shows that government regulation is a key promoter of EST[1] (PAT & CT) adoption. ...
Purpose
There is a need for considerable attention on the adoption of cleaner technologies (CT) by firms for climate proactivity for developing countries such as India. Literature survey suggests that government, market and civil society are the key drivers of CT adoption (CTA) in developing countries. The purpose of this paper is to investigate the mediating and moderating role of the government in CTA for climate proactivity.
Design/methodology/approach
The data collected from a survey of Indian firms were analyzed through exploratory factor analysis and multiple regression analysis to examine the mediating and moderating role of the government.
Findings
The empirical outcome was compared with the current government policies to summarize the research findings.
Research limitations/implications
There is scope of future research to examine the moderating and mediating role of market and civil society in CTA for climate proactivity.
Practical implications
The study will provide significant insight into various stakeholders associated with the CTA such as government, technology manufacturers, marketing community, environmental professionals and associated researchers. The research model will be useful for policymakers, managers and researchers for understanding CTA in the Indian context.
Social implications
The output model will be useful for the government to formulate forward-looking strategies toward the adoption of CT by industries for climate proactivity.
Originality/value
Unlike previous studies in which the government was recognized as a key driver of CTA, this study makes an attempt to test the moderating/mediating role of government in CTA in India. The findings of the study are supported by adequate empirical evidence.
... When innovation is considered the best way of simultaneously reacting to rapidly changing external environment conditions (Yildiz and Aykanat, 2021), firms frequently use it to create new markets for "green" products as a response to a global change toward valuing energy-saving and low-pollutant products. Therefore, pressures related to environmental issues directly affect R&D management, in particular, due to the need to refocus on products, processes and technology as a way to achieve greater environmental sensitivity for firms (Roome, 1994). Studies examining this effect have concluded that it is generally positive (Russo and Fouts, 1997;Eiadat et al., 2008;Lee et al., 2015). ...
There has been a significant rise in the frequency of natural disasters such as fires, droughts, floods and tornadoes; furthermore, it has been clearly seen that epidemic preparedness throughout the world, especially in regard to the COVID-19 pandemic, can be improved by providing social supports, particularly to underdeveloped countries. Due to these developments, there is an ever greater tendency to undertake sustainability activities. Moreover, it is well known that firms make significant research and development (R&D) efforts for these activities. Hence, the current study aims to determine the mediator role of R&D activities in the impact of corporate sustainability practices on financial performance. For this purpose, panel data analysis was applied to corporate sustainability and financial data from 23 firms trading in Borsa Istanbul between 2014 and 2020. The analysis results show that corporate sustainability applications affect financial performance negatively and that this effect implicitly turns positive with the intervention of R&D efforts.
... Researchers such as Meima (1994), Simpson (1991), Roome (1994), and Welford (1994) have developed various models, classifications, and typologies in their studies on green management. Banerje (2001) stated that there had been a transformation from reactive to proactive in the environmental strategies of the organization and stated that there have three alternatives in front of the institutions. ...
... However, according to Dias [43], the relationship between innovation and sustainability can be complex, and insufficient analysis may lead to misunderstandings about the concept of Sustainability-Oriented Innovation (SOI). According to Roome [44] and Martínez-Conesa et al. [45], when firms aim to contribute to sustainability development, they must create both a sustainability-oriented practice and innovation. Sustainability-oriented innovation (SOI) is the capability of an organization to contribute to sustainable development while simultaneously delivering economic, social, and environmental benefits-the so-called triple bottom line [46]. ...
The building sector has emerged as a crucial driver of innovation in the transition towards sustainability, gaining increased recognition at multiple levels of society. This shift is not occurring in isolation; it is being accelerated by mounting pressures from both governmental bodies and non-governmental organizations. These external forces are pushing the building industry to adopt more sustainable practices, leading to significant changes not only within individual organizations but also on a broader macroeconomic scale. Policies, regulations, and market demands are converging to create a landscape where sustainability is no longer optional but imperative. Considering these developments, this study set out to investigate the impact of Green Building Certificates (GBCs) on innovation processes within the construction industry. The research specifically focused on how GBCs influence both the technological advancements introduced in building projects and the collaborative dynamics among the various stakeholders involved. By employing a multiple case study approach, the study was able to capture real-world examples and offer a comparative analysis against established academic frameworks. One of the standout findings was the pivotal role played by the green project champion; a leadership figure whose influence extends across all stages of project development. This role is not merely administrative; it is strategic, as the green project champion helps to navigate the complexities of sustainable practices, fostering collaboration among architects, engineers, developers, and consultants. Their leadership is instrumental in ensuring that sustainability goals are integrated into the project’s objectives, while also managing the tensions that arise between the various actors involved. This study highlights the importance of effective leadership and collaboration in driving the successful implementation of GBCs, emphasizing the green project champion’s role as a key facilitator of innovation in the sustainable building sector.
... The majority of environmental strategy researchers, including Hunt and Auster (1990), Roome (1994), Azzone, Bertele, and Noci (1997), and Azzone and Bertele (1994), have employed a variety of typologies to categorize businesses based on their environmental management practices. They have complied with the literature on corporate social responsibility. ...
The current study aims to develop a framework for corporations’ classification of environmental strategies. Stakeholder theory and institutional approach are used to identify internal and external pressures that organizations face regarding environmental response. Based on the review of the literature, different classifications of environmental strategies were identified. A holistic matrix of corporate environmental response is developed on a continuum of low to high pressures from internal factors and external factors. The classification of environmental strategies based on internal and external pressures illustrates the complexity of organizational responses to environmental challenges. Companies can adopt a mix of proactive, compliance-oriented, and hybrid strategies to address both internal goals and external expectations effectively
... S ustainability was identified as an opportunity for innovation by thought leaders in this journal several decades ago (Roome, 1994) and is now recognized as a key research frontier (Ferrigno et al., 2023). The circular economy (CE) is one of the most recent economic and political frameworks to advance sustainability (EMF, 2013). ...
The circular economy is a new sustainability paradigm and a major driver of innovation in industrial firms. Digital servitization, enabled through smart products and their embeddedness in Internet of Things networks, represents a significant lever to generate product life cycle information and achieve collaboration between actors in the value cycle. Empirical studies on how product‐service system business models enable smart circularity are bourgeoning, but a gap exists regarding their microfoundations. Against this background, we adopt an activity system perspective to explore boundary‐spanning and interdependent business model activities. We conducted a qualitative interview study in business‐to‐business industries, from which we derived a funnel framework of smart circular systems (SCS) that spans three layers of the activity system. This contributes to theory in three ways: First, we identify 20 distinct microlevel activities. Second, we explain their interdependencies by classifying them based on the product life cycle into smart use, smart circular, and cross‐strategy activity sets. We also order these activity sets by their data transaction frequency, environmental and economic value, and a firm's typical learning pathway, as well as link them back into circular product design. Third, we highlight increasing servitization to develop the activity system across multiple circular activity sets. Managers can use the funnel as a template to drive circular business models on multiple levels, from adopting individual activities to redesigning the entire activity system.
... Companies progressively consider sustainability in their organizational structures to align with the evolving preferences of consumers and societies, and to comply with stricter regulations. This approach entails pursuing ecological and societal goals, combined with economic objectives (Pellegrini et al., 2018;Roome, 1994). The growth and importance of sustainability in the business world are paramount, and failure to adapt can lead companies to lag behind. ...
Organizational sustainability orientation (OSO) is a concept increasingly gaining prominence among academics and practitioners. The primary goals of this study entail:(a) elucidating about the origins and evolution of OSO, encompassing its conceptual foundations, the scholarly communities instrumental in shaping the field, and its co-evolution with social and environmental orientations; (b) delineating the diverse research streams within the OSO domain and establishing avenues for advancing this line of inquiry; and, (c) proposing a conceptual framework that includes the drivers, consequences, and contextual contingencies associated with OSO. The study employs two bibliometric analyses, namely, co-citation and citation and a qualitative thematic analysis. Drawing on a dataset of 112 scholarly articles, the research provides nuancedinsights into the development and advancement of OSO research, underscores its state of the art, and proposes avenues for future investigations in this evolving field.
... Business operational sustainability is a method of evaluating whether a business can maintain existing practices without placing future resources at risk (Kimberlee,2020). Reger's conceptual model according to Roome, (1994) categorizes corporate strategies into four categories; indifference, offensive, defensive and innovative. Indifferent companies are those that have low environmental risk and even less environmentally-based opportunities for growth. ...
Creating the right policy environment that will increase the level of care for businesses and reduce an organization's negative impact on the environment through the use of appropriate technology that will benefit organisations and their recipients or customers is the goal of a sustainable business. The study examined the effect of the relationship between sustainable business practices and the operational sustainability of manufacturing firms in South-West Nigeria. The study adopted a cross-sectional research design and used the Taro Yammeh formula to determine a sample size of 310 samples from a population of 1420 employees. Data generated from respondent responses were analysed using regression analyses with the aid of Statistical Packages for Social Sciences (SPSS) version 20 at a 5% significance level. The result shows a significant positive relationship between sustainable business practices and the operational sustainability of manufacturing firms in South West Nigeria. The study recommends that manufacturing firms and other business organisations should embrace and manage these sustainable business factors appropriately so that business efficiency and effectiveness that lead to sustainability will be achieved. The study concludes that sustainable business practices are important because eco-innovations will be the future competitive advantage of most countries and businesses; thus, sustainable business practices have a significant positive relationship with the operational sustainability of manufacturing firms in South West Nigeria.
... Business operational sustainability is a method of evaluating whether a business can maintain existing practices without placing future resources at risk (Kimberlee,2020). Reger's conceptual model according to Roome, (1994) categorizes corporate strategies into four categories; indifference, offensive, defensive and innovative. Indifferent companies are those that have low environmental risk and even less environmentally-based opportunities for growth. ...
Creating the right policy environment that will increase the level of care for businesses and reduce an organization's negative impact on the environment through the use of appropriate technology that will benefit organisations and their recipients or customers is the goal of a sustainable business. The study examined the effect of the relationship between sustainable business practices and the operational sustainability of manufacturing firms in the south-west of Nigeria. The study adopted a cross-sectional research design and used the Taro Yammeh formula to determine a sample size of 310 samples from a population of 1420 employees. Data generated from respondent responses were analysed using regression analyses with the aid of Statistical Packages for Social Sciences (SPSS) version 20 at a 5% significance level. The result shows a significant positive relationship between sustainable business practices and the operational sustainability of manufacturing firms in south-west Nigeria. The study recommends that manufacturing firms and other business organisations should embrace and manage these sustainable business factors appropriately so that business efficiency and effectiveness that lead to sustainability will be achieved. The study concludes that sustainable business practices are important because eco-innovations will be the future competitive advantage of most countries and businesses; thus, sustainable business practices have a significant positive relationship with the operational sustainability of manufacturing firms in South West Nigeria.
... Sugiere que las organizaciones pueden responder a las presiones institucionales de diversas maneras, que pueden ir desde un cumplimiento pasivo a un incumplimiento directo y activo. Al reflexionar sobre esta elección estratégica (Frankel, 1998;Hart, 1995;Roome, 1994;Schot & Fischer, 1993) distintos investigadores sugieren un amplio espectro de respuestas, siendo la principal una posición reactiva de mínimo cumplimiento de las normativas del gobierno, y variando a lo largo del espectro hacia posiciones con respuestas más proactivas, incluso más allá de las exigencias reglamentarias. ...
... When companies have the capability to offer products or services that align with customers' environmental needs, it can potentially generate competitive advantages (Morea et al., 2023). With an increasingly focusing on corporate social responsibility and a growing interest in corporate image and public relations (Forte, 2013), the pivotal relation between company's strategy and business activities with the environment is underscored (Roome, 1994). However, as Kumar (2018) argues, the mechanisms connecting a company's environmental strategies to reputable outcomes have largely remained under-researched. ...
While previous research have established the advantages of environmental reputation (ER) in the realm of brand development, this article examines the role of ER on the value of green brands in the green food production industry, based on customer perceptions in a newly emerging market, using insights from signal theory and the Hierarchy of Effects Model (HEM). The study data was obtained from consumers who regularly make purchasing decisions for green‐labeled food in Vietnam. The study results suggest that the ER is a critical factor to develop green brand equity (GBE). This is achieved by developing the green brand image (GBI), establishing the green brand trust (GBT), and fostering the green brand loyalty (GBL). The results provide a significant contribution to promoting the development of green brand value in customers' awareness by encouraging activities and programs that enhance ER to strengthen GBI, GBT, and GBL towards green food brands. In addition to the findings, the research has limitations and suggests future research directions.
... How do companies maintain a competitive edge in environments and markets that change quickly while still promoting long-term growth? One increasingly important way for organizations to achieve this is through sustainability-driven innovation strategies [14,15]. ...
Any company must constantly innovate if they want to maintain its market share in the present cutthroat and unstable industry. Innovation has a big infuence on consumer behavior, yet it goes against the principles of sustainability. Te issue of sustainability has become crucial to their company's growth. In order to evaluate a business frm's sustainability performance statistically, a new and efective fuzzy logic tool is created. Evolution and assessment are performed by a novel interval type-2 fuzzy logic inference system. Te judgment of the inference system is carried out on the basis of type-2 fuzzy logic (T2FL), principal component analysis (PCA), and statistical data analysis. Te main input variables include corporate environmental performance (CEP) and corporate fnancial performance (CFP). Te suggested approach can efectively examine a corpo-ration's sustainable performance, according to experimental fndings. A unique approach that makes use of language variables and if-then logic to assist quantitative business sustainability events is the link between CEP and CFP. Te recommended test will provide senior administrative leaders with useful information to supervise natural concerns correctly and gauge their commitment to company success.
... JEC 2.3 Importance of sustainable innovation to small-and medium-sized enterprises SMEs must innovate to stay competitive and succeed in changing markets and environments (Rexhepi et al., 2019). As sustainable innovation becomes increasingly important for businesses (Paramanathan et al., 2004;Roome, 1994;Sharma, 2002;Wagner and Schaltegger, 2003), its triple bottom line may be most important. To create effective long-term sustainable solutions, economic, ecological and social factors must all be addressed. ...
Purpose
Business excellence relies heavily upon sustainable innovation. Still, sustainable innovation is an emerging concept in business practices and has yet to reach a common perception among small- and medium-sized enterprises (SMEs). This study aims to address sustainable innovation in SMEs and the factors driving sustainable innovation development.
Design/methodology/approach
An exploratory study was conducted to gain insight into the emerging concept of sustainable innovation in the SMEs’ context. Empirical evidence was collected from five case studies. Twenty-five interviews were conducted.
Findings
This study findings show that SMEs have different ways of understanding sustainable innovation, resulting in different approaches to integrate sustainable innovation into their business. In SMEs, sustainable innovation may not be a fixed concept due to its ambiguous boundaries and various ways of understanding. External and internal factors are driving SMEs’ sustainable innovation. It depends mainly on organizational culture and the capabilities of SMEs and their members in terms of cooperation and integration in work teams, conditions to achieve consensus, articulation of activities, coherence and commitment to the firms’ objectives. These factors collide and enhance each other and positively impact SMEs’ sustainable innovation.
Originality/value
The scientific relevance of this study lies in the integration of sustainable innovation research in the context of SMEs. There has been limited exploration of how SMEs perceive and engage in sustainable innovation and the factors that drive sustainable innovation development outside of large firms. This study empirically explored the concept of sustainable innovation in the context of SMEs to understand underlying factors related to sustainable innovation.
... According to Roome (1994) and Martínez-Conesa et al. (2017), when firms aim to contribute to sustainability development, they must create both a sustainability-oriented practice and innovation. Sustainability-oriented innovation (SOI) is the capability of an organization to contribute to sustainable development while simultaneously delivering economic, social, and environmental benefits-the so-called triple bottom line (Hart & Milstein, 2003). ...
Purpose: Sustainability is an important priority for CEOs according to a recent Mckinsey (2021) survey. However, despite growing pressure from capital investors, employees and consumers, few organizations are satisfied with the sustainability objectives achieved beyond objectives related to economic savings. The sustainability challenge is even more difficult for organizations when dealing with designing their innovation portfolio strategies since the markets´ demands and competitors´ strategies may contradict organizations’ sustainability objectives and thus jeopardize their continuity. Some researchers argue that a commitment to sustainability in organizations is not so much a matter of managerial practice but rather is rooted in organizational values (Globocnik et al., 2020). Therefore, this research aims to explore what types of organizational values more effectively promote sustainability-oriented innovation in organizations. Using as a conceptual framework the competing values theory (Quinn & Rohrbaugh, 1983), and adding one dimension, risk aversion, we empirically define some clusters of business typologies from which we derive patterns of value profiles. We show how these clusters’ patterns of values relate to the success of a firm’s sustainability-oriented innovation.
Methodology: To make sense of our literature review and ensure managerial relevance, we surveyed 128 senior managers from different industries and countries to understand how their perceived organizational values may impact their firms’ sustainability-oriented innovation success. As a result, we group the studied organizations into four clusters according to the informed organizational values, and we assess how the different clusters are more or less prone to succeed with a sustainability-oriented innovation strategy.
Findings: Our results show that not all organizational values contribute equally to the success of sustainability-oriented innovation in the market. As a theoretical contribution, we advance current knowledge about how organizational values may impact sustainability-oriented innovation success by providing a framework to measure and follow up on the evolution of necessary organizational values to embrace sustainability-oriented innovation within an organization. From a managerial perspective, we advance knowledge on how organizational values should evolve and change to efficiently deliver more sustainability-oriented innovation. In addition, we describe specific values that organizations should measure and track and otherwise establish as an important first step toward implementing sustainability-oriented innovation within them.
Originality: Our research provides original results by expanding current knowledge on organizational values to better understand which values more efficiently promote competitive sustainability-oriented innovation in organizations. We expand the four organizational cultural archetypes of organizational values to develop a more flexible and actionable framework of five dimensions by adding an important dimension to the model, risk aversion. Together, these dimensions generate new insights through a cluster analysis of organizational differences and inform priorities and courses of actions to undertake.
Research limitations and implications: This research is based on self-report surveys and is therefore exposed to the expected limitations of the survey research methodology.
... Concerning eco-innovation, the resources which are mostly compatible with it are tangible technologies (Sarkis et al., 2010) and environmental R&D (Lee & Min, 2015). In this sense, Roome (1994) stated that it's necessary for firms that wish to implement eco-innovation to make a sustained commitment, especially in environmental R&D investment. A number of studies revealed that engaging in R&D activities is vital to developing the technological capacities needed to ecoinnovate and maintain the absorptive capabilities that can spur learning from external knowledge sources (Freeman & Soete, 2013;Wiliander, 2016). ...
This research aims to examine the drivers of eco-innovation and its impact on firms' environmental performance using an explanatory sequential mixed methods design. The study focuses on process eco-innovation, which provides eco-friendly alternatives to the raw material, machines, and energy sources used in the firm's production processes and could harm the environment. Despite the heightened interest in eco-innovation by academics and practitioners, most of the published work on the driving forces of eco-innovation is focused on the technology industry. However, other sectors have received little attention. Also, previous studies in the field reported mixed results. This research aims to fill this gap in the literature, using survey data collected from 118 US publicly traded household cleaning and personal care companies, followed by five multiple case studies. The statistical results of the survey phase indicated that regulatory pressure, consumer demand, and green corporate image are external factors that significantly and positively impact firms' eco-innovation activities, while environmental subsidies do not. Further analysis revealed that environmental management system (EMS), technological capabilities, and managerial environmental concerns are internal factors that can positively influence companies' decisions to eco-innovate. Also, the study found that eco-innovation adoption has a significant positive impact on companies' environmental performance. The outcomes of the multiple case studies were consistent with those findings. The principal contribution of this work is that it supports the institutional theory and the resource-based view concerning the impact of certain external and internal factors on firms' decisions to eco-innovate. It also adds to the growing body of eco-innovation literature in terms of its scope and population, and it provides several courses of action for policymakers.
... In the second step, the CADF and the CIPS unit root tests of Pesaran (2007) are applied to determine the integration level of variables. In the third step, we conduct co-integration tests according to the Westerlund method to determine the long association between the perspectives of the strategy because the environmental strategy is a long-term commitment and its activity occurs throughout both the short and the long terms (Mårtensson & Westerberg, 2016;Roome, 1994). Finally, the ARDL approach, proposed by Pesaran et al. (1999), will be applied for several reasons. ...
The core of this study is to empirically evaluate the environmental strategy in terms of carbon dioxide emissions (CO2) from the perspectives of both managers and investors. The study incorporates the Porter hypothesis and the balanced scorecard (BSC) assumptions to analyze data from 17 international petroleum companies for the period 2005q1–2016q4 by linking the strategy map and BSC to the actual key performance indicators (KPIs). Panel dynamic regression analysis is employed to evaluate the said strategy for both the short and the long terms. The results clearly indicate that the environmental strategy has a significant and positive impact on the environmental performance not only in the short term but also in the long term. This study contributes to the BSC studies on this topic by presenting a perspective of the strategy in the form of a mathematical model that can be statistically testable for both the short and the long terms, thereby providing a guideline to managers for strategy evaluation purposes, optimization of resource allocation, and improvements in both the environmental and financial performances in the long term.
... A paper published in 1994 examine the relationships between environmental requirements, policies and R&D management. The paper concludes that R&D management does not only require only new management systems, but innovative arrangements and facilities to create environmentally sustainable products (Roome, 1994). ...
Our ecosystem and mainly our natural resources represent a vital ecological portfolio. Environment is good for business at a time business is not keen to invest in compliance measures. Sustaining the environment is costly and adds additional burden. The burden not only financial, it is mainly technical and managerial. Producing renewable energy and maintaining freshwater resource, reducing electricity production and emissions depend also on R & D practices such as trademark and patent applications. This also needs engineers, technicians, scientists and human capabilities with continuous knowledge and intellectual capital. The main research hypothesis has tested the effect of environmental protection and compliance on the R&D in intellectual capital creation. Environmental reactions are measured by “renewable internal freshwater resources”, “electricity production from renewable sources”, “access to electricity” and “alternative and nuclear energy”, while R & D practices are measured by “trademark applications”, “technicians in R&D” and “patent applications”. Research hypotheses has been tested using panel regression analysis according to GMM technique. Using data of 94 countries during the period from 2001 to 2019, findings show that there are significant effect of “trademark applications” on “renewable internal freshwater resources” and of “technicians in R&D” on each of “electricity production from renewable sources” “access to electricity” and “alternative and nuclear energy”. Besides, “patent applications” seems to have significant effect on “alternative and nuclear energy”. Results have found that countries that have made environmental improvements are those who have invested in intellectual capital and made significant steps in improving their environmental R&D Capabilities.
... To achieve different goals like social, economic and environmental, organizations are required to make the strategic changes in their HR policies. These changes are important to establish the HR policies in an organization for the benefit of all stakeholders (Roome, 1994). Once the policies and procedures are redefined, it is important to engage and motivate employees in managing sustainability (Cantor et al., 2012;Wolf, 2013). ...
In present scenario, pandemic has compelled organizations to make changes in their human resource (HR) policies and practices. The ‘new normal’ work culture has been adopted by the organizations, which is definitely ‘new’ but not ‘normal’. New normal is the shift from physical world to digital world. This new normal is one of the weapons of organization to battle with the storm of COVID-19, which has created upheaval and further leads to anxiety and stress among the working professionals. In this research, change in HR practices and policies for reducing stress has examined. Two scales were developed for ‘change in HR practices’ and ‘stress’. These scales were further validated and tested for reliability. Sample was collected from 306 respondents, divided into 194 male and 112 female working professionals. Hierarchical multiple regression method was used to identify the relationship between change in HR practices and stress among Indian working professionals. Further moderation effect of gender on the relationship between change in HR practices and stress was analysed. This research has concluded that change in HR practices has distinct impact on the stress level of male and female working professionals.
... Another main areas undertake by the sustainable growth discourse is the role of novelty in enhancing the sustainability (Matos & Silvestre, 2013); (Boons & Lüdeke-Freund, 2013). One of the increasingly significant way for the firms to put in to sustainable development are their sustainability-driven innovation performance (Roome, 1994); (Paramanathan, Farrukh, Phaal, & Probert, 2004); (Schaltegger, 2011). Sustainability oriented innovations is the addition of social features into products, processes, and the organizational structures. ...
The paper assesses its relationship with firm innovation and Organizational performance in a single integrative model by using spss data set of 53 Pakistani SME’s firms. A questionnaire of self-administrative is developed to collect the data. Researcher personally visits of different SME’s firms and collect the data from manager of SME’s firms. The research use 275 questionnaire is distributed in different SME’s sector. In this study the statistical techniques of data analysis are used to investigate and find out the relationship among the Firm performance and the other factors. SPSS version16 is used for reliability analysis, descriptive statistics, regression analysis, correlation analysis, to check either modal is good fit or not. Our results supports a partial mediation effect of innovation performance on the relationship between corporate social responsibility and firm performance, meanwhile the effect of corporate social responsibility on firm performance shrinks upon the adding of innovation performance to the model. The findings may help to understand how corporate social responsibility is an important driver mechanism for companies to be more inventive, proficient and effective.
... Em relação ao contexto organizacional, a sustentabilidade é considerada uma megatendência (assim como a eletrificação, produção em massa e a ascensão da TI foram consideradas em seus respectivos períodos), que afetará profundamente a competitividade das empresas e até mesmo sua sobrevivência (Lubin & Esty, 2010). Sob crescente pressão de vários stakeholders, as empresas estão considerando mais intensamente as mudanças organizacionais para perseguir metas ambientais e sociais, juntamente com suas metas econômicas (Pellegrini et al., 2018;Roome, 1994). ...
Com base em um conjunto de dados de 15 anos coletado na base de dados da Web of Science, este estudo tem como objetivo apresentar um mapa da estrutura intelectual do campo de estudo da orientação para a sustentabilidade (SO). Uma análise bibliométrica do tipo acoplamento bibliográfico foi empregada para análise de artigos publicados entre 2006 e 2020, utilizando o software VOSviewer. O estudo fornece uma visão geral dos artigos, autores, e revistas mais influentes, assim como os principais temas de pesquisa da área. Os resultados revelam a existência de quatro temáticas: a relação entre o empreendedorismo e sustentabilidade (cluster 1), aspectos relacionados à gestão e inovação sustentável (cluster 2), a influência da SO e a performance (cluster 3), e o financiamento coletivo de projetos sustentáveis (cluster 4). Em suma, este artigo discute insights proeminentes das análises da pesquisa e recomenda futuras direções de pesquisa para o campo.
... Consequently, the influence the R&D department has on a company's environmental activity must not be ignored (Nordhaus, 1969;Stoneman, 1979;Scherer, 1982;Gort and Wall, 1986;Kemp and Soete, 1992). However, the few studies performed thus far are largely theoretical (Kemp and Soete, 1992;Winn and Roome, 1993;Roome, 1994;Chatterji, 1995). Very little work has been conducted as yet on the debate surrounding the effects of the R&D department's response to the environmental challenge (Winn and Roome, 1993). ...
... Pour une entreprise, améliorer son image est un facteur de différenciation par rapport aux entreprises concurrentes. Elle reste une stratégie à part entière pour l'entreprise et s'inscrit dans le long terme (Roome, 1994). De nos jours, l'éco-innovation est une des stratégies environnementales que de nombreuses entreprises adoptent pour atteindre des performances environnementales et économiques supérieures (Triguero et al., 2013). ...
... Scholars introduced the sustainability perspective into innovation management early on (e.g. Hall, 2002;Roome, 1994). Based on these and other developments in the field of eco and . ...
The circular economy (CE) has emerged as a key perspective for advancing sustainable development in organizations and across entire value chains. A root concept of the CE is Cradle-to-Cradle (C2C) – a circular product design concept with attached certification system. With C2C’s demand for eliminating toxic substances from the supply chain as requirement for closing material loops, it goes substantially beyond conventional recycling and provides firms with guidance for implementing closed-loop circularity. This dissertation aims at gaining a deeper understanding of firms’ innovation processes for CE implementation, hereafter called circular innovation (CI) from a C2C perspective. Understanding CI processes is important to facilitate the diffusion of materials in C2C
quality. This dissertation adopts absorptive capacity (ACAP, Cohen and Levinthal 1989) as overarching theoretical framing to understand the innovation processes and the underlying knowledge and learning flows on circularity. With a qualitative process studies approach based on case studies of C2C pioneers, this thesis provides in-depth insights on how the C2C-based knowledge on circularity is identified, assimilated and applied in organizational innovation processes. The contribution of this dissertation is fourfold: first, it provides an in-depth understanding of the learning and collaboration processes for CI; second, it further elaborates ACAP theory by emphasizing the role of actors in the general absorptive process, third, it highlights the C2C standard’s role as a boundary object in the CI process; and fourth, it provides a parsimonious C2C innovation process model, highlighting the core constructs of CI processes.
... Pour une entreprise, améliorer son image est un facteur de différenciation par rapport aux entreprises concurrentes. Elle reste une stratégie à part entière pour l'entreprise et s'inscrit dans le long terme (Roome, 1994). De nos jours, l'éco-innovation est une des stratégies environnementales que de nombreuses entreprises adoptent pour atteindre des performances environnementales et économiques supérieures (Triguero et al., 2013). ...
Malgré le nombre croissant d’études sur l’éco-innovation, certains déterminants de sa mise en place volontaire par les entreprises ont été relativement peu abordés. Dans cette note de recherche, nous analysons les déterminants internes et externes de l’éco-innovation. Sur une base de données originale portant sur près de 40 000 entreprises européennes, nous estimons un modèle probit bivarié récursif mixte, qui permet de tenir compte d’une part de l’inertie de la transition vers des pratiques durables et d’autre part des effets propres aux pays. Nos résultats confirment l’importance de ces deux éléments, ainsi que le rôle déterminant des marchés visés.Classification JEL : C35, L21, Q57.
... Given that firms are basic economic units and play a central role in economic growth and environmental pollution, studying the influence of enterprise strategy on environmental protection is essential. Owing to the fundamental role of business strategy in firm operations, Roome (1994) suggested that firms should adjust their business operations to take environmental sustainability into account. However, given that the environment is often not linked to the financial success of firms (Figge, Hahn, Schaltegger, & Wagner, 2002) and a firm's investment in intangible assets, such as corporate social responsibility (CSR), tends to be overlooked, the influence of managers who develop business strategy on environmental protection remains unclear. ...
Although business strategy plays a fundamental role in firm operations, whether and how business strategy affects firms' environmental protection behaviors remain unclear. On the basis of a typical emerging market, we show that firms following prospector strategies take more environmental protection actions than do those following defender strategies. Our findings are robust to endogeneity checks and alternative measures of business strategy. We further find that prospectors engage in more environmental activities than do defenders when the degree of financial constraint or earning management is high. Our results are particularly pronounced in state‐owned enterprises, heavy‐polluting industries, and firms located in regions with strict environmental regulations. Overall, this study provides clear policy implications for regulators concerned with environmental protection.
... Hoe kunnen bedrijven met succes concurreren in snel en ingrijpend veranderende markten en omgevingen terwijl zij bijdragen aan duurzame ontwikkeling? Een steeds belangrijker middel voor bedrijven om dit te doen is duurzame innovatie (Paramanathan, Farrukh, Phaal & Probert, 2004;Roome, 1994;Schaltegger, 2011). Om bij te dragen aan duurzaamheid is innovatie waarschijnlijk het belangrijkste middel (Schaltegger & Wagner, 2011). ...
In tijden van transitie ontstaan er structurele risico's en onzekerheden die bedrijven voor existentiele keuzes kunnen doen komen te staan. Maar transities bieden ook enorme kansen op het openen van nieuwe markten en aanboren van nieuwe ondernemerskansen. Om al bedrijf de transitie je niet te laten overkomen en proactief te anticiperen op transities ontwikkelen we in dit boek een filosofie en concrete aanpak van bedrijfstransities.
... Scholars introduced the sustainability perspective into innovation management early on (e.g. Hall, 2002;Roome, 1994). Based on these and other developments in the field of eco and sustainable design - Hansen et al. (2009) specified sustainability-oriented innovation as based on the full product life cycle from resource extraction to end-of-life. ...
As advancement of sustainability-oriented innovation, circular innovation addresses not only the lacking environmental challenge integration but adopts a life cycle perspective. We apply absorptive capacity theory with its core processes identification, assimilation, and application for opening up the black box of circular innovation processes. We conducted a multiple longitudinal case study on innovation processes by Cradle to Cradle™ Certified pioneer companies covering the entire inter-organizational innovation network (focal firm, suppliers, intermediaries, certification body). Our findings show that the Cradle to Cradle™ Certified Products Standard triggers innovation processes that can be characterized by a high knowledge intensity. This leads to the need of involving an expanded actor set as compared to conventional innovation and promotes knowledge flows and learning with value chain and institutional partners during all three absorptive capacity phases. Our findings imply that this collaborative form of product development makes companies more innovative. Our contribution is twofold: First, we contribute to the swiftly growing body of circular economy literature, by providing deep insights into innovation processes on multiple levels covering individuals, organizational practices, and inter-organizational collaboration. Second, we contribute to innovation theory by providing a contextualized process model of absorptive capacity better explaining the unique challenges in circular product innovation.
... KEYWORDS corporate greening, corporate sustainability, proenvironmental behavior, prosocial behavior, sustainable human resource management 1 | INTRODUCTION Environmental protection, fairness and social justice are increasingly compelling social priorities for both policy-makers and managers (Howard-Grenville, Buckle, Hoskins, & George, 2014). Under growing pressure from multistakeholders, firms are increasingly considering organizational changes to pursue environmental and social goals along with economic goals (Roome, 1994). After establishing policies and procedures for managing sustainability, organizations are then faced with the issue of encouraging employees to engage in sustainable behavior (Cantor, Morrow, & Montabon, 2012;Wolf, 2013). ...
This article theorizes and empirically tests the relationship between employee perceptions of human resource practices and their propensity to adopt sustainable behavior (SB) to support organizational change for sustainability. Informed by the literature on corporate greening and organizational behaviour, we developed a structural equation model that links frontline employee perceptions of internal sustainability orientation, supervisory support, training and reward systems to their propensity to adopt in‐role and extra‐role SB. Furthermore, we investigated the mediating role of “affective commitment to change” with regard to the relationships between human resource practices and SB. Our results show that when sustainability is valued and promoted by the organization and line managers, employees are more likely to internalize and make sense of sustainability, which is subsequently reflected in a higher commitment to adopt SB. Although we also expected that training and rewards would strengthen commitment and willingness to adopt in‐role and extra‐role SB, rewards appeared to have no effect, and training affected willingness to adopt in‐role sustainable behaviour only when mediated by affective commitment. These results provide scholars of corporate sustainability and managers with evidence‐based insights on how to design HR practices and strategies to enhance employees' commitment and behaviour supporting organizational change for sustainability.
... There is no doubt that some of the initial costs of these lowcarbon technologies are very high coupled with risks and uncertainties for the firms. To adopt low-carbon innovation at a firm level, firms need to make a long-term commitment, mainly in the form of R&D investment, acquisition capability, manufacturing capability, linkage capability, and maintenance capability, among others, for new environmental technologies (Roome 1994;Cerulli 2014). Government policy should be directed to encourage these firms to invest in low-carbon R&D by givng them various economic and fiscal incentives. ...
The issue of a low-carbon energy system is contentious especially in developing countries as the world is transiting from a fossil fuel based economy to a low-carbon economy. A new development path of low-carbon energy is being sought so as to prevent the devastating effects of the high-carbon energy system which presently dominates the world. Many developing countries including Nigeria are being faced with the challenges of achieving economic development through a low-carbon energy system because the present energy system is predominantly high-carbon energy dependent, using, for example, fossil fuels. To follow the low-carbon development path, building indigenous innovation capability in emerging and developing countries becomes paramount, instead of relying on a mere technology transfer from developed countries which, most of the time, is in the form of hardware. As a result of the double externality problem and market failures associated with new technological innovation, this study suggests a government policy driven model to achieve the development of sustainable low-carbon energy innovation in Nigeria. The study used descriptive analysis to capture information on the influence of government policy from university academia and members of the public, obtained through a questionnaire.
... Scholars introduced the sustainability perspective into innovation management early on (e.g. Hall, 2002;Roome, 1994). Based on these and other developments in the field of eco and sustainable design - Hansen et al. (2009) specified sustainability-oriented innovation as based on the full product life cycle from resource extraction to end-of-life. ...
... In the domain of alliances this suggests alliances are more likely to payoff when the partners are coming together in reaction to a challenging competitive environment, rather than a as a proactive, exploration alliance. Furthermore, assurance gametheoretic models have the opportunity to provide empirical motivation for organizational engagement in domains such as corporate social responsibility and environmental sustainability that have called for coordination among external stakeholders (Neubaum & Zahra, 2006) and through external industry groups, networks, or other group forums (Juravle & Lewis, 2009;Roome, 1994). These alliances are more likely to yield coordinated engagement when the motivation has a sense of urgency. ...
The current management literature recognizes securities analysts as institutional monitors influencing managerial decision-making, but this research takes a deeper look at the interdependence between manager and analyst self-interests to reveal exchange behavior at the manager-analyst interface. Integrating agency theoretic arguments of self-interest and bonding with game theoretic principles of reciprocity and assurances, I examine how manager and analyst self interests shape managerial behavior. Drawing on a sample from the insurance industry from 2001-2012 I isolate a discrete managerial self-interested behavior by observing risk aversion in claim reserve levels. I find managers increase their self-interested behavior when analysts issue optimistic forecasts, but optimism has diminishing returns as managers perceive overly optimistic forecasts as challenging performance targets. Strong performance minimizes investor scrutiny, which strengthens the relationship between forecast optimism and managerial self-interested behavior. I further advance a model that incorporates analyst interest in obtaining internal access to firm operations and managers. When accessible managers coordinate with optimistic analysts managers are assured that overly optimistic forecasts will not constrain their self-interested behavior. However, contrary to expectations, managerial accessibility weakens the relationship between forecast optimism and managerial self-interested behavior, suggesting managers maximize their self-interested behavior when they restrict their accessibility.
... Another key areas tackled by the sustainable development discourse is the role of innovations in enhancing sustainability (Matos and Silvestre, 2013;Boons et al., 2013). One increasingly important way for firms to contribute to sustainable development are their sustainability-driven innovation practices (Roome, 1994;Paramanathan et al., 2004;Schaltegger, 2011). Sustainabilityoriented innovations (SOI) is the integration of social aspects into products, processes, and organizational structures. ...
The link between CSR and business value has been investigated, but a significant research gap remains when considering the relationship between CSR and innovation. The paper assesses its relationship with organizational innovation and firm performance in a single integrative model by using structural equation modelling on a data set of 552 Spanish firms. Our results supports a partial mediation effect of innovation performance on the relationship between CSR and firm performance, since the effect of CSR on firm performance shrinks upon the addition of innovation performance to the model. The findings may help to understand how CSR is an important driver mechanism for companies to be more innovative, efficient and effective.
... According to customer feedback, environmental impact is a major problem that must be taken into account by R&D [13]. Roome [14] built environmental consideration into an R&D strategy. Customer feedback is used to understand customer requirements. ...
Customer feedback is used to understand customer requirements. Early design phases require the consideration of items including manufacturing, the environment, and sustainability management. Therefore, it is crucial that eco-efficiency is taken into account in the early design phases. Traditionally, eco-efficiency is considered only in terms of eco-design issues, not customer requirements based on business values such as Recency, Frequency, and Monetary (RFM) value. In the meantime, integrating innovation from eco-design is one important aspect. Here, I propose that customer feedback-based eco-efficiency and TRIZ-based innovation can be considered in early eco-design based on the RFM value for sustainability management. The analytic hierarchy process (AHP) and fuzzy-based AHP were integrated to explore the relative weights of RFM variables for business value evaluation. The innovative method of the paper is using a TRIZ contradiction matrix associated with engineering parameters for eco-design. The experimental study has been carried out, and it meets the forecasting business value for green product usage. The business value was used as the decision-making factor in order to evaluate both environmental and marketing performance.
Purpose of research. Effective R&D management is critical in the framework of transition to a knowledgebased economy, thus it is not only about the size of the R&D budget and the percentage of R&D expenditures, but also about the management of innovation activities in general. The article analyzes the evolution of management of knowledge-intensive industries and its features at each stage of development.
Methodology. It was used a systematic analysis and structuring of scientific information; deduction method for determining the methodological foundations of foreign experience about system of management of knowledge-intensive industries.
Originality / value of research. The study includes literature review on this issue which issue made it possible to highlight the main approaches to the management of knowledge-intensive industries in the context of Industry 4.0. It was given information about models of R&D management by generations and their features.
Findings. The article presents the author's scheme of the system of management of knowledge-intensive industries and its components based on the open innovation approach, as well as the mechanisms of cooperation and communication "science-industry", which can be used in the formation of state programs for the development of science in the Republic of Kazakhstan.
Changes in the environmental system are quite an urgent challenge
and environmental issues can pose major challenges for
organizations. Environmentally friendly business organizations
become a concern for business practitioners and academics. Vital
and strategic aspects in environmental management are human
factors and human resource management. Therefore, employees of
an organization are expected to care for the environment. This
study sets to find out the factors that can improve environmental
care attitudes. Environmental care attitudes become a dependent
variable whereas independent variables are knowledge of the
environment and training. The respondents used in this study are
100 employees from manufacturing in Purwakarta Regency.
Employees who become the respondents have a moderately good
environmental care attitude. The results of multiple linear
regressions show that knowledge of the environment and training
impact environmental care attitudes. Employees who have more
knowledge about the environment will be more concerned with
their environment. Training is also required to improve
environmental care attitudes.
All companies should care about the natural environment, though they may implement different environmental strategies. Since the overall company strategy is reflected in functional strategies, vertical consistency needs to exist between the type of corporate environmental strategy and human resource (HR) policies and practices (which reflect the HR strategy). This consistency makes the message concerning expectations towards employees coherent, being the basis for guiding their activities in the appropriate direction.
Many previous studies have proven that green HR development practices (including HR appraisal, training, and HR flow) are important stimulators of environmental performance; however, their authors did not address the issue of intraorganizational green careers. Moreover, the linkage between the type of environmental strategy and HR development as well as the internal consistency of green HR development has not been studied before.
This article fills the above-presented gap by extending the concept of HR development to include the issue of intraorganizational green careers, measuring the differences between the three types of environmental strategy (reactive, preventive, and proactive) in the extent to which they use practices related to green HR development and determining the horizontal consistency of HR development.
Research, in the form of a survey of 299 manufacturing companies in Poland and statistical analyses (based on the Kruskal–Wallis test, ANOVA and a method designed to assess horizontal HR development consistency) show that although the most significant relationship exists between the proactive environmental strategy and green HR development treated holistically, there are significant differences in the extent to which individual HR development practices are vertically consistent and there is a lack of horizontal consistency of HR development. This provides both practical and theoretical implications. This study also proposes directions for further research.
Companies that belong to the energy sector can use Sustainable Development Goals (SDGs) for their strategies and diversify electrical energy production with reverence to the natural environment. This article aims to analyze sustainability strategy types among the Visegrád Group (V4) countries’ energy producers, who decided to generate electrical energy from the renewable resources. This research uses an inductive inference approach supported by a literature study and deductive reasoning supported by a statistical reference method. The main finding is that the energy producers from the V4 group have a common direction of evolution in their strategies. This change is based on a growing share of renewable energy sources to achieve environmental excellence strategies. The lack of renewable energy sector organizations’ strategies translates into disappointment with the goals pursued by these organizations. The significance of this study lies in an explanation of how sustainability strategies compare at a firm and country-level in a proposed classification. The analysis can open future research areas to examine development of strategies in the renewable energy sector.
Recognizing internationalization as one of the more recently debated topics in the management field, this paper aims at investigating the influence of international R&D teams on companies’ innovativeness. More specifically, combining the transaction cost approach, the international product life cycle model, and the eclectic paradigm, an integrative research model with four associated hypotheses is proposed to study international R&D teams. Hypotheses are tested using data collected on a sample of 218 Italian companies with the aim of enriching the ongoing debate about the role of international R&D teams in sustaining companies’ innovativeness. The research shows that the number of international team projects, the number of R&D employees from foreign countries, and the number of meetings during the year for international knowledge sharing positively influence companies’ innovative outcomes. Accordingly, results emphasize the central role of knowledge contamination and collaboration for promoting companies’ innovation.
Can an enterprise's green technological innovation ability enhance its competitiveness? This topic has not been studied extensively, there is no consensus in the existing literature, and there is no clear indication of the underlying mechanism and processes. In this research, we establish a conceptual framework to describe the effect of an enterprise's green technological innovation ability on enterprise competitiveness. This model uses product differentiation as the mediating variable and the enterprise scale as the moderating variable. This study is based on a hierarchical regression analysis of the energy conservation and environmental protection data from enterprises listed in China from 2011 to 2016. Our findings show that, in general, the green technological innovation ability of an enterprise has a significant positive effect on the enterprise's competitiveness, but different components have different effects on enterprise competitiveness. Product differentiation has a mediating effect on the relationship between an enterprise's green technological innovation ability and competitiveness, and its mediating effect differs depending on the components of the green technological innovation ability. The enterprise scale positively moderates the relationship between the enterprise's green technological innovation ability and enterprise competitiveness through product differentiation. This research provides a new analytical framework to understand the mechanism underlying the effect of an enterprise's green technological innovation ability on enterprise competitiveness, and it also provides useful insights into the development of green technological innovation competitiveness and the establishment of new policies by the government to improve the regulatory framework for green development.
There are far reaching repercussions of human industrial activities resulting in the extinction and endangering of many life forms. Upon realisation of this alarmingly increasing threat on its own survival, the human industrial activities have started to transform itself which has led to discussions on newer concepts like green management. Hence, this paper attempts to provide a basic overview of the concept of green management at the introductory level and discuss different types of green management strategies adopted by organisations. The paper attempts to contribute to the emerging field of green management and the stakeholders of sustainable development.
This article discusses how recent developments in the cognitive sciences, especialy the concept of schemata (organizing frameworks for understanding events), can illumine the practice of organization development. On the basis of a cognitive perspective, the authors discuss the relationship between organizational change and schemata, describing the following orders of change that might result from OD: first-order change, or incremental changes occurring within particular schemata already shared by members of a client system, second-order change, or modifications in the shared schemata themselves; and third-order change, or the development of the capacity of the client system to change the schemata as events require. To show how understanding the differences among orders of change can help clarify problems and solutions from an intervention, the authors discuss how a paternalism schema affected a particular quality of working life intervention. They conclude by suggesting implications of the cognitive perspective for OD practice and research
A unique experiment has begun in Canada to address environmental protection by replacing adversarial relations with a nationwide multiparty collaboration involving all segments of society. An analysis of this experiment was conducted to inform our knowledge of the theory and practice of large-scale collaboration. The negotiated order perspective espoused in recent collaboration theory at the interorganizational level was found to provide an adequate framework for analyzing collaboration at the societal level. This framework, however, must be recast in a social ecology perspective to account for the fact that supraorganizational collaboration processes are themselves embedded in larger social processes. Institutional economics is suggested as a model for further developments. In addition, two factors were found to be essential to the success of large-scale collaboration: the institutionalization of roundtables to mediate between philosophical ideals and practical problem solving, and the institutionalization of the principle of shared responsibility to provide the social bond necessary for the permanence of supraorganizational partnerships.
In this article we deal with how large chemical corporations perceive and handle threats and opportunities deriving from environmental problems. We suggest that coalitions or networks are a useful way to analyse the dynamics of the links between separate aspects of the business. A differentation is made between production, innovation and strategy networks. Networks transcend firm boundaries and an analytical distinction is made between networks that remain inside and those external to the corporation. We concentrate on strategy formulation and implementation and on the role of intra-organizational structures. In a pilot study, we interviewed key persons in five chemical companies in the USA and in The Netherland. Conclusions are that firms increasingly adjust their strategies, that this leads to organizational changes; and that environmental, safety and health (ESH) units play some role in this strategy reformulation by becoming part of networks inside the corporation. Some suggestions for further research are given.
How can organizations shorten the length of the new products development process? This is undoubtedly one of the key questions facing managers today. One important goal is early market entry, maximizing competitive advantage in the process. Bela Gold draws on his experience with product and process development in a wide array of industries to identify eight approaches to accelerating development. Drawing on his field research, he briefly appraises the potentials, limitations, and risks of each and then discusses implications for a more promising strategy.
Corporate social responsibility is an elusive concept, but it can be measured and compared within a structural framework and within the cultural context of each organization. Thus, corporate behavior can be analyzed in three specific stages: social obligation, or response to market or legal constraints; social responsibility, or congruence with current social norms and values; and social responsiveness, or anticipation of social change and problems, with development of appropriate policies to meet these needs
Decision making in uncertain times requires a movement away from single-point forecasting toward more flexible “what-if” thinking. Companies thus need to become “learning organizations,” capable of adapting to rapid changes in their environment. But this requires a change, not only in the planning and decision-making process, but (more significantly) in the culture of the corporation itself. Using as an example a 1987 scenarios-based approach to R&D strategy in Norway's Statoil, this article examines the beginning steps taken toward this end—overcoming the inertia of “groupthink,” stimulating greater openness to new ways of thinking and acting, and preparing managers to deal with “surprises” as a way of life, as well as producing a new and resilient R&D strategy.
Selection and priority setting in technology policies become more and more urgent. Confronted with budget constraints, policy makers need planning methods for well-argued choices. But how can we assess technology fields of particular interest to our countries? Prospective analysis can help us. The author develops an empirical model for foresight studies as a tool in strategic decision making. It is based on a Dutch experiment in recent years and illustrates how several stakeholders in a nation can be mobilized to assess emerging technologies, develop a common field of reference in judging these technologies, and coordinate the joint actions of the actors in this field. Foresight seems to be a rather interactive planning method in which governments have to plan the process rather than the outcome. In reflection on action, the author makes clear that foresight can reduce complexity when it is a process of concerted action in which public and private actors operate as coproducers.
If you visualize your firm as a unit in a vast and complex network of contacts, it may change the way you manage your technological resources. That's the proposition of Håkan Håkansson and Jens Laage-Hellman. They present here a framework for examining the technological and knowledge bonds that develop among members of the network and suggest several alternatives for structuring network relationships. The key issue, they believe, is to choose a cooperation strategy that provides the right balance between efficient use of resources and the control of technology.
Complex societies in fast-changing environments give rise to sets or systems of problems (meta-problems) rather than discrete problems. These are beyond the capacity of single organizations to meet. Inter-organizational collaboration is required by groups of organizations at what is called the “domain” level. The required capability at this level is mediated by “referent organizations. ” Key aspects of domain formation are discussed in relation to the functions and types of referent organization, of which there are several varieties. Four processes of domain development are identified which compose a sequence.
The economic environment and competitive pressures are forcing business planners to look strategically at their internal business processes and to then assess the alignment of these processes with new sources of competitive advantage. It is clear to most strategists that time to market, quality improvement, and service responsiveness have joined traditional cost, market share, and ROI goals as factors influencing both proactive and defensive planning.
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How can organizations shorten the length of the new products development process? This is undoubtedly one of the key questions facing managers today. One important goal is early market entry, maximizing competitive advantage in the process. Bela Gold draws on his experience with product and process development in a wide array of industries to identify eight approaches to accelerating development. Drawing on his field research, he briefly appraises the potentials, limitations, and risks of each and then discusses implications for a more promising strategy.
Environmentalism is a metaphor for how we feel about the natural world, and how we feel we ought to behave towards all living and inanimate objects. Because our values are not consistent, so our environmental ideologies are not consonant. We all experience, to a greater or lesser extent, three levels of “greenness” — dry, shallow and deep. The concept of sustainability is enmeshed in this tripartite interpretation of the world. There is no unity of view as to what sustainability means or how it can be applied to different cultures and economies. What may be necessary is a geography-led approach to sustainable development, incorporating land, culture and enlightenment borne of experience and experimentation. In principle, this should be handled through independent non-governmental channels, and separately monitored.
Recently a new term-networks-has entered the vocabulary of corporate renewal. Yet there remains much confusion over just what networks are and how they operate. Ram Charan, a leading international consultant, has spent four years observing and participating in the creation of networks at ten companies in North America and Europe. These companies--which include Conrail, Dun & Bradstreet Europe, Du Pont, and Royal Bank of Canada-are clear about why they are creating networks, what networks are, and how they operate. A network is recognized group of managers (seldom more than 100, often fewer than 25) assembled by the CEO. Membership criteria are simple but subtle: What select group of managers, by virtue of its business skills, personal motivations and drive, and control of resources is uniquely positioned to shape and deliver on the strategy? Networks begin to matter when they change behavior-the frequency, intensity, and honesty of the dialogue among managers on priority tasks. The process of building a network starts at the top. Senior managers work as change agents to build a new "social architecture." Once the network is in place, they play three additional roles: 1. Define with clarity the business outputs they expect of the network and the time frame in which they expect it to deliver. 2. Guarantee the visibility and free flow of information to all members of the network who need it. 3. Develop new criteria for performance evaluation that emphasize horizontal collaboration and leadership.
Sumario: I. Spotting the green opportunity -- II. The board -- III. The law -- IV. Investor relations -- V. Financial management -- VI. The environment portfolio -- VII. Marketing -- VIII. Research and development -- IX. Project planning -- X. Manufacturing -- XI. The workplace -- XII. Personnel -- XIII. Corporate communications -- XIV. The sustainability agenda.
In the classic bestseller, Capitalism and Freedom, Milton Friedman presents his view of the proper role of competitive capitalismâthe organization of economic activity through private enterprise operating in a free marketâas both a device for achieving economic freedom and a necessary condition for political freedom. Beginning with a discussion of principles of a liberal society, Friedman applies them to such constantly pressing problems as monetary policy, discrimination, education, income distribution, welfare, and poverty. "Milton Friedman is one of the nation's outstanding economists, distinguished for remarkable analytical powers and technical virtuosity. He is unfailingly enlightening, independent, courageous, penetrating, and above all, stimulating."-Henry Hazlitt, Newsweek "It is a rare professor who greatly alters the thinking of his professional colleagues. It's an even rarer one who helps transform the world. Friedman has done both."-Stephen Chapman, Chicago Tribune
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