In recent years, companies in several industries have adhered to new initiatives, developed new technologies and industrial processes to help reduce pollution and address other factors that have negative impacts on the environment. However, there is a lack of practical methodologies to evaluate the environmental performance of an organization, and there is no appropriate methodology to help companies direct their investment strategies to achieve corporate sustainability. An eco‐innovation plan is an important tool to help industries become more environmentally friendly, but its implementation is difficult to achieve in the short term. To this end, this article offers a strategic eco‐innovation map based on the well‐known balanced scorecard (BSC) that aims to help companies mitigate environmental impacts and promote sustainable development without harming their development and growth. Based on a review of the relevant literature and a survey of 30 environmental experts using four dimensions and 38 indicators, the map provides a methodological path for the investment in environmental sustainability initiatives and programs with financial returns.
Cultures that incorporate new knowledge produced elsewhere in the industrial or academic environment need rethink the basic elements of knowledge they incorporate, or else they may incur huge conceptual distortions or even superficial absorption, without intrinsic value. This seems to be the case of concept on disruptive innovation. It’s conceptual purposes seem to be distorted as disruptive innovation spreads through academia and industry. The main objective of this research is to identify the conceptual premises of disruptive innovation in selected cases of digital disruptive innovation, to characterize an epistemology meaning to it. The methodology is quantitative. We used the CAPES journal base and Publish or Perish, evaluating the articles and performing a textual scan with the Iramuteq software. The main results indicated that there are two clusters of concepts of disruptive innovation, one from the context of established companies and another from the context of new companies, originated as result of digital transformations. Conclusions lead to same conceptual logic in both concepts. However, conceptual logic based on events of established companies, is epistemologically more dogmatic than the one that considers disruptive innovation in the context of digital companies, which is more typically perspectivist.
Objective: To characterize the dynamic capabilities of four selected companies in the sugar-energy segment, which incorporate eco-innovations in their businesses.Methodology: Empirical research of a qualitative nature and explanatory approach, involving the multiple case study method, with the proper triangulation of data.Originality: In the literature, there are few studies involving the redesign of industrial parks for eco-industrial parks that provide opportunities for the presence of eco-innovation and the development of dynamic capabilities. This phenomenon characterizes industrial parks that are environmentally oriented in their production processes, whether in their base technology, in raw materials, in production energy, in the structure of the organization and in the institutional structure of the industrial ecosystem.Main results: The cross analysis of the data and information collected indicated the presence of dynamic capabilities aimed at the sustainability of their businesses, based on the fundamentals of energy origin.Theoretical contributions: Using the approach of Tondolo and Bitencourt (2014) it was possible to explain the type of implication of eco-innovations on dynamic capabilities and on business. The scenario of the influence of eco-innovations described on the competitive behavior of the companies studied shows a direct connection with dynamic capabilities, points to the existence of a logical path and allows for important considerations to be established in relation to [a] perception of eco-innovations as a strategic opportunity, [b] find the procedural or technological change that would solve their environmental problems, [c] develop real and latent dynamic capabilities and [d] the systemic solution involved the guided use of the capabilities that characterize the dynamic environment of these companies.Managerial contributions: Knowing the trajectory of environmental innovations introduced in the sugar-energy segment, with the inclusion of biotechnologies developed in the country or adapted to our reality, helps in the configuration of favorable environments for the emergence of eco-innovative solutions that meet the SDG agenda of UN. The identified dynamic capabilities span the three main product categories – sugar, ethanol and energy – and allowed for a strategic realignment supported by a new core business: clean energy.
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