Does stakeholder engagement promote sustainable innovation orientation?

Ayuso, Silvia; Rodríguez, Miguel Ángel; García‐Castro, Roberto; Ariño, Miguel Á.

doi:10.1108/02635571111182764

Cited by 201 publications

(178 citation statements)

References 42 publications

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“…A systematic plan of stakeholder engagement is a valid mechanism that focus's to the firms' innovation orientation within the context of sustainable development [16]. According to Contractors A "(…) after effectively measuring the contribution of each member it will support us to identify the individual performance issues (...) and I have no doubt that we will also be able to continually monitor the progress of each stage of our sustainability plan against the target".…”

Section: Putting Targets Into Actionsmentioning

confidence: 99%

“…Research has been carried out on broad aspects of construction stakeholder management i.e., considering the management of risk, conflict, quality, value, communication, culture and leadership, change of stakeholder management [14,[45][46][47], but few authors have focused their research on the stakeholder engagement process in construction project environments. Furthermore, there has been very little research that has focused on how stakeholder engagement processes are integrated together in a construction context [16,18,19]. Hence this paper makes a contribution to theoretical knowledge by deriving an iterative process for the engagement of stakeholders in construction, through an empirical study, in order to meet sustainability-related targets ( Figure 2).…”

Section: Contribution To Knowledgementioning

confidence: 99%

“…Ayuso et al [16] combined stakeholder engagement and knowledge management (KM) which are elements of organizational capability that deals with stakeholder-related innovation, in the context of sustainable development. They found that knowledge sourced from engagement with stakeholders affects firm's sustainable innovation orientation.…”

Section: Theoretical Frameworkmentioning

confidence: 99%

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Stakeholder Engagement: Achieving Sustainability in the Construction Sector

et al. 2013

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Achieving sustainability-related targets in construction projects is increasingly becoming a key performance driver. Yet sustainability is a complex concept in projects and there are many diverse stakeholders. Some stakeholders are generally recognized as important, i.e., the client and main contractor, yet there are others not always perceived as such and whose absence from the decision-making processes may result in a failure to address sustainability issues. Hence there is a need for a systematic approach to engage with stakeholders with high salience in relation to sustainability. This paper reports the results of an exploratory study involving interviews with construction project practitioners that are involved in sustainability in some way. Data were collected from the practitioners in terms of the processes for engaging with stakeholders to deliver sustainability. The data suggests six steps to a stakeholder engagement process: (i) identification; (ii) relating stakeholders to different sustainability-related targets; (iii) prioritization; (iv) managing; (v) measuring performance; and (vi) putting targets into action. The results suggest that understanding the different sustainability agendas of stakeholders and measuring their performance using key performance indicators are important stages to be emphasized in any stakeholder engagement process to achieve sustainability-related goals. OPEN ACCESSSustainability 2013, 5 696

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Section: Putting Targets Into Actionsmentioning

confidence: 99%

Section: Contribution To Knowledgementioning

confidence: 99%

Section: Theoretical Frameworkmentioning

confidence: 99%

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Stakeholder Engagement: Achieving Sustainability in the Construction Sector

et al. 2013

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“…In doing so, the relationships established between stakeholders can make valuable contributions based upon the information they supply to the organisation and towards the integration of sustainable business practices (Ayuso, Rodríguez, García-Castro, Ariño, 2011;Lintukangas, Kähkönen and Tuppura, 2014).…”

Section: Stakeholder Impactmentioning

confidence: 99%

A triple bottom line construct and reasons for implementing sustainable business practices in companies and their business networks

Høgevold

Svensson²,

Klopper

et al. 2015

Corporate Governance

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This version is available at https://strathprints.strath.ac.uk/60222/ Strathprints is designed to allow users to access the research output of the University of Strathclyde. Unless otherwise explicitly stated on the manuscript, Copyright © and Moral Rights for the papers on this site are retained by the individual authors and/or other copyright owners. Please check the manuscript for details of any other licences that may have been applied. You may not engage in further distribution of the material for any profitmaking activities or any commercial gain. You may freely distribute both the url (https://strathprints.strath.ac.uk/) and the content of this paper for research or private study, educational, or not-for-profit purposes without prior permission or charge.Any correspondence concerning this service should be sent to the Strathprints administrator: strathprints@strath.ac.ukThe Strathprints institutional repository (https://strathprints.strath.ac.uk) is a digital archive of University of Strathclyde research outputs. It has been developed to disseminate open access research outputs, expose data about those outputs, and enable the management and persistent access to Strathclyde's intellectual output. 1 VALIDATING THE INFLUENCE OF STAKEHOLDERS AND SOURCES WHEN IMPLEMENTING BUSINESS SUSTAINABILITY PRACTICES AbstractThe objective of this paper is to validate or disprove the critical role of stakeholders and sources present in organisations, the relevant marketplace, business networks and society at large, in situations where organisations implement sustainable business practices. The empirical findings indicate major similarities and minor differences between organisations in Spain and Norway across two studies. In extension, the empirical findings appear to be valid and reliable through time and across contexts. Suggestion for further research is provided.

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“…Furthermore, previous study already proved customer knowledge provides some sort of benefits such as PS offering [76], service quality [22], and firm's sustainable innovation [77]. Similarly, FIKE is also an important enabler for PS design, quality, and its development speed [17].…”

Section: B Cke Fike and Pspmentioning

confidence: 99%

Knowledge Creation in an Integrated Product-Service

Yusoff¹,

Azizan²

2015

IJKE

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Abstract-The paper is about the investigation of how new knowledge is created when customer knowledge captured during the use-phase and retirement stage, and firm internal knowledge in an integrated product-service development cycle. Customer knowledge is integrated with firm-internal knowledge and converted into new ideas or solutions through knowledge conversion process, as such enhance the customer value proposition in terms of product and service performance. The main contributions to the literature are threefold. First, we provide how customer knowledge captured from other product life cycle and firm-owned knowledge towards affect new knowledge creation in developing an integrated product-service design. Second, we provide evidence new knowledge creation in an integrated product-service design is crucial in enhancing customer value proposition in terms of product and service performance. Third, we offer knowledge creation process in an integrated product-service design as an important determinant for product-service performance. IndexTerms-Product-service, knowledge creation, product-service performance, SECI. I. INTRODUCTIONIn functional economy, functional sales is addressed rather than the physical product [1], which getting much attention, particularly in developed countries [2]. The terms such as Product-Service (PS), product-related services or full-services are interchangeably used to designate the integrated of PS offerings [3] for selling functions. Functionality describes the ability of integrated PS [4] to provide the ability, usability, or purpose of it, rather than the physical artifact.PS firms move from traditional selling artifact manufactured to combination of services and products to enhance customer loyalty by having long-term business relationship with customers [5] and offer sustainable solutions [6]. Subsequently, PS enhance existing customer value [7] generate more profit [8] and reduce environmental effect [9]. Flexibility becomes crucial issue as any specific product can be combined with services to meet customer requirement through distinct operational processes [10], [11]. Customer's experience are explored to improve existing firm core product concept and manufacturing capabilities [12], reduce the needs for service throughout the product usage phase. Hence, PS focus on lengthening the durability of a PS which reduce material/resource usage but at the same time retain the quality [13]. Exploring customer's experience (CK) and exploiting firm internal knowledge (FIK) gathered from each phase of new PS development are crucial to integrate product Manuscript received May 4, 2015; revised August 25, 2015. The authors are with the University Malaysia Pahang, Malaysia (e-mail: anisyus@yahoo.com).functionality and its related services into one solution may have opportunities to succeed [14]. A firm may choose to maintain internal knowledge if the firm is very competitive and at strong position in the industry which that knowledge is sufficient [15]. Explorative and exploitative learnin...

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Does stakeholder engagement promote sustainable innovation orientation?

Cited by 201 publications

References 42 publications

Stakeholder Engagement: Achieving Sustainability in the Construction Sector

Stakeholder Engagement: Achieving Sustainability in the Construction Sector

A triple bottom line construct and reasons for implementing sustainable business practices in companies and their business networks

Knowledge Creation in an Integrated Product-Service

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