Cross-functional integration in the sustainable new product development process: The role of the environmental specialist

Genç, Ebru; Benedetto, C. Anthony Di

doi:10.1016/j.indmarman.2015.05.001

Cited by 63 publications

(55 citation statements)

References 70 publications

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“…Potential negative impact of sustainability attributes on consumers' preferences (Luchs et al 2010), effects of attribute tradeoffs on consumers' green product preferences and choice (Olson 2013), key marketing capabilities linked to innovation-based sustainability strategies (Mariadoss et al 2011), and performance consequences of integrating an environmental specialist in a new product team (Ebru and Di Benedetto 2015) are among the issues that have been researched in marketing. Literature on sustainable innovations also points out important gaps that merit attention.…”

Section: Literature Overview and Motivation For Researchmentioning

confidence: 99%

“…Pfitzer, Bockstette and Stamp (2013) note that firms which excel in innovating for shared value rely on five mutually reinforcing elements: (1) embedding a social purpose in their corporate culture and channeling resources to the development of innovations that can help solve specific social problems, (2) defining the social need-developing a comprehensive view of the problem, the people affected by the problem, and the number of people affected by the problem, (3) measuring shared value, (4) creating the optimal innovation structure, and (5) co-creating with external stakeholders. Ebru and Di Benedetto (2015) report that integrating an environmental specialist into a new product team has a positive influence on sustainable new product development (SNPD) project performance beyond what the traditional members of a team might accomplish. Based on analysis of the relationship across the stages of SNPD, they report the effectiveness of integration of the environmental specialist on SNPD project performance to be greater in the final stage of the SNPD process when the product is being launched, and the effect to be greater for more innovative projects.…”

Section: Implications For Practicementioning

confidence: 99%

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Innovating for sustainability: a framework for sustainable innovations and a model of sustainable innovations orientation

Varadarajan

2015

J. of the Acad. Mark. Sci.

233

185

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In an environment characterized by growing awareness of environmental sustainability among various stakeholders in organizations, innovating for sustainability can be expected to grow in importance from the standpoints of organizational legitimacy, reputation, and performance. Relatedly, a firm's sustainable innovations capabilities as a source of competitive advantage and the sustainability related attributes of a firm's product offerings as bases for market segmentation, target marketing, positioning, and differentiation can also be expected to grow in importance. The emergence of sustainability as a major driver of innovation highlights a number of important issues that merit investigation, such as potential avenues for sustainable innovation and sustainable product innovation and factors underlying differences between firms in their commitment to a sustainable innovations orientation. In an attempt to gain insights into these issues, this paper presents (1) a conceptual framework delineating potential avenues for sustainable innovations and (2) a conceptual model delineating a number of firm-related and industry-related antecedents of sustainable innovations orientation, along with performance outcomes of sustainable innovations orientation. Implications for theory, research, and practice are discussed.

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Section: Literature Overview and Motivation For Researchmentioning

confidence: 99%

Section: Implications For Practicementioning

confidence: 99%

Innovating for sustainability: a framework for sustainable innovations and a model of sustainable innovations orientation

Varadarajan

2015

J. of the Acad. Mark. Sci.

233

185

View full text Add to dashboard Cite

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“…After the 2008 world-wide economic upheaval, it has been a growing concern worldwide that business organizations, or even national economies, must re-focus their strategic planning to ensure that are truly sustainable Küçüksayraç, 2015). Innovating sustainably to ensure financial well-being is now the standard modus operandi Genç & Benedetto, 2015;Montalvo et al, 2011;Nishant et al, 2016).…”

Section: Antecedents and Challengesmentioning

confidence: 99%

“…Because of this emerging trend, development of sustainable products is now an important area that calls for attention. This requires not only additional R&D resources, new analyses and activities within the new product development (NPD) process, but also development of new functionalities and organizational networks to help overhaul of the existing products and their life-cycles (Dangelico et al, 2013;Genç & Benedetto, 2015). Further, the process of NPD itself is liable to undergo significant change as well, at least to sufficiently deal with changing product development and its requisite processes.…”

Section: Antecedents and Challengesmentioning

confidence: 99%

“…Spurred by societal incentives and stakeholder pressures, organizational sustainability has been considered a focal area for change. Via a percolation effect, products themselves are targeted for change toward sustainability (Küçüksayraç, 2015;Genç & Benedetto, 2015;Tukker and Jansen, 2006;Tukkeret al, 2008;Petalaet al, 2010;Santamaria et al, 2016).…”

Section: Antecedents and Challengesmentioning

confidence: 99%

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Sustainable Product Development and its Effect on Performance in High-Technology Firms

Mann¹

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The widely acknowledged need for sustainable development has impacted not only countries and society but also organizations and how they conduct business.While literature has focussed on the environmental impact of organizations and people, as well as how to model the design of products to be environmentally sustainable; not many have focussed on how to develop products that are sustainable for the organization. This study endeavours to understand how organizations can aim their sustainable-product development processes so as to create sustainable products. It is posited that the strategic orientation of an organization influences the sustainable-product development processes that take place, which in turn impact the attributes of the product(s) being developed as well as the performance of the organization. This study consists of two parts; the first is exploratory in nature. Most of the research originates from the field of new product development and is tested in the context of sustainable products. In the second part, the study conducts an empirical survey to confirm the learning from the exploratory study. Thisresearch is important since it provides essential insights into how organizations develop products that are sustainable in nature by incorporating changes at the strategic level.iii

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Market orientation practices enhancing corporate environmental performance via knowledge creation: Does environmental management system implementation matter?

et al. 2020

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The academic literature on environmental management has provided extensive insights into the determinants of corporate environmental performance. However, few empirical studies have explored whether and how three core components of corporate market orientation (i.e., customer orientation, competitor orientation, and interfunctional coordination) affect environmental performance. Building on institutional theory and the absorptive capacity perspective, this study investigates the relationships among market orientation, knowledge creation, and environmental performance, as well as the moderating effects of environmental management system implementation. On the basis of survey data from 237 Chinese manufacturing firms, we used hierarchical multiple regression analyses to test the hypotheses. The findings indicate that knowledge creation completely mediates the influence of competitor orientation on environmental performance and partially mediates the influence of customer orientation and interfunctional coordination on environmental performance. In addition, environmental management system implementation positively moderates the relationship between knowledge exchange and environmental performance.

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Cross-functional integration in the sustainable new product development process: The role of the environmental specialist

Cited by 63 publications

References 70 publications

Innovating for sustainability: a framework for sustainable innovations and a model of sustainable innovations orientation

Innovating for sustainability: a framework for sustainable innovations and a model of sustainable innovations orientation

Sustainable Product Development and its Effect on Performance in High-Technology Firms

Market orientation practices enhancing corporate environmental performance via knowledge creation: Does environmental management system implementation matter?

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