An open-minded strategy towards eco-innovation: A key to sustainable growth in a global enterprise

Cegarra‐Navarro, Juan Gabriel; Papa, Armando; García-Pérez, Alexeis; Fiano, Fabio

doi:10.1016/j.techfore.2019.119727

Cited by 39 publications

(26 citation statements)

References 102 publications

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“…Furthermore, the extant literature suggests an upsurge in research interests on individual innovation performance (e.g., Dul and Ceylan, 2011;Forés and Camisón, 2016). Such an increased academic interest in employee innovation performance indicate organizations' aspirations to stay relevant and competitive through innovative products and services in the dynamic and competitive market of the 21st century (Birdi et al, 2016;Carayannis et al, 2017;Cegarra-Navarro et al, 2019).…”

Section: Introductionmentioning

confidence: 99%

Knowledge-based HRM practices and innovation performance: Role of social capital and knowledge sharing

Singh

Mazzucchelli

Vessal³

et al. 2021

Journal of International Management

112

147

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Drawing upon resource-based theory (RBT) and social capital theory (SCT), this study examines how do multinational enterprises (MNEs) in the emerging markets (EMs) utilize strategic resources to drive innovation performance. We used a survey questionnaire to collect data from 352 supervisor-subordinate dyadic samples in the MNEs in the EMs. The data collected was analyzed using structural equation modeling (SEM) to examine the study's hypotheses. We found that knowledge-based HRM practices directly and indirectly through social capital influence knowledge sharing behaviors in the MNEs. Furthermore, the study's findings suggest that knowledge sharing mediates the influence of social capital on innovation performance. Moreover, this study empirically suggests how knowledge-based HRM practices through the mediating role of social capital and knowledge sharing on innovation performance. This study's essential contribution is to extend and enrich the RBT, SCT, HRM, knowledge, and innovation literature in the field.

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Section: Introductionmentioning

confidence: 99%

Knowledge-based HRM practices and innovation performance: Role of social capital and knowledge sharing

Singh

Mazzucchelli

Vessal³

et al. 2021

Journal of International Management

112

147

View full text Add to dashboard Cite

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“…Since for-profit organisations place, among other, emphasis on profit, socially responsible behaviour of these organisations should not bypass organisation goals such as increasing the number of customers, more significant market share, building customer loyalty, improving the organisation's competitiveness, the possibility of using government co-financing, better innovation condition, better (financial) performance of the organisation, prominent name of the organisation, greater credibility of the organisation etc. (Bigné et al, 2012;Boehe and Barin Cruz, 2010;Briones Peñalver et al, 2018;Cegarra-Navarro et al, 2019;Dean and Suhartanto, 2019;Flammer, 2018;Flammer and Kacperczyk, 2016;Guerrero-Villegas et al, 2018;Hillestad et al, 2010;Jesús et al, 2016;Jiménez-Parra et al, 2018;Luo and Bhattacharya, 2006;Luo and Du, 2015;Maqbooln and Zameern, 2018;Pahlevi and Suhartanto, 2020;Tsai et al, 2008;Walsh et al, 2003). This is possible to achieve by following ISO 26000 principles (ISO, 2010), by developing appropriate values and competences (Štrukelj et al, 2020; 2020a) and by using systems and cybernetic thinking (Štrukelj et al, 2019), e.g.…”

Section: Conclusion and Future Researchmentioning

confidence: 99%

“…Additionally, organisations should promote eco-innovation for sustainable growth that is consistent with the organisations' development capabilities and should be primarily evolutionary (not necessarily revolutionary). Eco-innovation can lead to a higher number of customers and an increased market share, and consequently to better competitiveness of the organisation (Cegarra-Navarro et al, 2019). Organisations are also recommended to follow the concept of green marketing (Jesús et al, 2016).…”

Section: K 503mentioning

confidence: 99%

“…We, therefore, recommend that society encourages the development of socially responsible behaviour of organisations through changing consumer habits. If we, consumers, demand greener behaviour from organisations and buy greener products (use greener services) for example, organisations will find it easier to make decisions towards more social responsibility (Cegarra-Navarro et al, 2019;Jesús et al, 2016).…”

Section: System Model's Support To Social Responsibilitymentioning

confidence: 99%

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The viable system model’s support to social responsibility

Štrukelj

Zlatanović

Nikolić

et al. 2021

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Purpose The consequences of human social irresponsibility urge socially responsible reactions. The authors expose the consequences of socially irresponsible behaviour and state possible requisitely holistic tools to eliminate organisations’ dangerous and socially irresponsible behaviour. This paper aims to examine how the viable system model (the VSM) used as a diagnostic tool can help organisations support socially responsible behaviour. Design/methodology/approach Given the variety of systems methodologies, the authors selected the VSM as a key methodological tool of Organizational Cybernetics. A case-study approach is used to demonstrate the power of the VSM as a diagnostic tool. Findings Humans need to replace recklessness and selfishness by faster re-orientation towards a socially responsible society. By following the cybernetic circle of the preparation and implementation of the management process and practising social responsibility via the VSM, organisations can conduct socially responsible business operations for a socially responsible society. Respecting the pluralist nature of social responsibility and a limited framework of the VSM, the VSM analysis needs to be supported by interpretive systems approaches, such as Strategic Assumptions Surfacing and Testing (SAST). Research limitations/implications The presented study’s limitation is the case study of a selected organisation from Europe. The discussion could be relevant to each organisation, which is observed as a viable system. The insights gained with this case study can be broadened by empirical research involving diverse organisations from various countries. Practical implications Research results indicate socially irresponsible behaviours of the researched organisation and possible ways of overcoming them. The cybernetic circle of the preparation and implementation of socially responsible management processes through the VSM offers a possible path towards more social responsibility in organisations. Moreover, the VSM should be used in combination with interpretive systems approaches, such as SAST. Social implications The generality of the VSM indicates that decision-makers could use the VSM for diagnosing socially irresponsible behaviour in organisations and for redesigning organisations to help develop a more socially responsible society. Originality/value The paper contributes to a cybernetic framework and methodological support to social responsibility. This study could serve as an essential starting point for organisations wishing to take further steps towards social responsibility.

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“…Focusing on business managing context, organizations increasingly need to align their operation and innovation processes to the needs of all stakeholders. Therefore generating from diversified requirements new products, services or combined systems (Chofreh et al 2018;Cegarra-Navarro et al 2019;Bradley et al 2020). The concept of Product-Service System (PSS) thus emerges.…”

Section: Introductionmentioning

confidence: 99%

Implementing social projects with undergraduate students: an analysis of essential characteristics

Rampasso

Siqueira

Martins

et al. 2020

IJSHE

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Purpose This study aims to analyse the essential characteristics for the success of social projects developed with undergraduate students of higher education institutions (HEIs). Design/methodology/approach A case study was conducted to verify the main characteristics of projects in a social entrepreneurship initiative. These features were used to perform a survey with experts to understand which of these items are essential for social projects success, through Lawshe’s method. Findings Of the ten items evaluated, two were considered essential by the experts: “Proper alignment between project scope and actual local community needs” and “Good level of interaction between students participating in the project and the local community”. Practical implications These findings can be useful for professors and coordinators to prepare future projects in HEIs. They may also be advantageous for researchers who may use them as a starting point for future studies. Originality/value The novelty of this study is the methodological approach used: a case study of projects in a social entrepreneurship initiative in a relevant Brazilian university; and a Lawshe’s method analysis of responses of experts in social projects developed in HEIs. The findings can greatly contribute to the debates in this field. No similar research was found in the literature.

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An open-minded strategy towards eco-innovation: A key to sustainable growth in a global enterprise

Cited by 39 publications

References 102 publications

Knowledge-based HRM practices and innovation performance: Role of social capital and knowledge sharing

Knowledge-based HRM practices and innovation performance: Role of social capital and knowledge sharing

The viable system model’s support to social responsibility

Implementing social projects with undergraduate students: an analysis of essential characteristics

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