Effective Life Cycle Management in SMEs: Use of a Sector-Based Approach to Overcome Barriers

Seidel-Sterzik, Helene; McLaren, Susan; Garnevska, Elena

doi:10.3390/su10020359

Cited by 18 publications

(15 citation statements)

References 98 publications

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“…A sector-based approach has been suggested to overcome the barriers to LCM uptake identified by Seidel-Sterzik et al [7]. Sector-based approaches allow organisations to share research results, facilitate administration and streamline data collection and management, contribute to improving the reputation of a product/service, facilitate knowledge sharing, and create momentum amongst involved parties.…”

Section: Discussionmentioning

confidence: 99%

“…The LUEF consists of the following elements: structure, culture, resource availability, LCM strategy, knowledge, market requirements and communication [7].…”

Section: Methodsmentioning

confidence: 99%

“…This is particularly the case for Small and Medium sized Enterprises (SMEs) as highlighted by Mandl and Dorr [6]. SMEs face challenges in implementing environmental initiatives due to their specific characteristics, such as limited support from owner/managers, limited resources and lack of awareness of their own environmental impacts [7]. Therefore, SMEs should not be treated as smaller versions of large organisations.…”

Section: Introductionmentioning

confidence: 99%

“…A research study was previously undertaken to identify the specific enablers and barriers faced by SMEs in implementation of LCM [7]. The research drew on the SME, supply chain management and LCM literature to identify relevant enablers and barriers.…”

Section: Introductionmentioning

confidence: 99%

“…It was concluded that a sector-based approach is preferable for implementing LCM in primary industry sectors that have large numbers of SMEs. The advantages of sector-based approaches include economies of scale for LCM research to support implementation, ease of administration, streamlined collection and management of data, improved reputation of the product, knowledge sharing and creating momentum for LCM [7,10,11].…”

Section: Introductionmentioning

confidence: 99%

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A Capability Maturity Model for Life Cycle Management at the Industry Sector Level

2018

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One approach to incorporate environmental sustainability in organisations is the implementation of Life Cycle Management (LCM). LCM is a comprehensive and integrated approach for measuring and managing environmental impacts. Successful sector-wide uptake of LCM has the potential to enable the environmental impacts associated with an industry sector to be efficiently measured and managed in a continual improvement process. There is an opportunity for the New Zealand primary sector to strengthen its competitiveness in the global market place by demonstrating the environmental credentials of its products and supporting the country's "green and clean" image. Previous research has identified the barriers and enablers to successful LCM uptake by New Zealand primary sector Small and Medium sized Enterprises (SMEs) in a sector-based context. This paper builds on that foundation and presents a Life Cycle Management Uptake Evaluation Framework (LUEF) that allows both individual organisations and industry sectors to identify the key factors affecting successful LCM uptake and assess their level of maturity for each factor. The key factors used in this study are structure, culture, resource availability, LCM strategy, knowledge, market requirements and communication. The study employed a qualitative methodology and used face-to-face interviews with different stakeholders in the value chain for the New Zealand kiwifruit sector to inform the development of the framework. In the framework, each factor is represented as a maturity scale to allow organisations as well as industry sectors to assess their position on the scale. This will help them to create a baseline assessment, both for themselves as an organisation, as well as on an industry sector level. The baseline assessment will allow them to identify areas for improvements, which can be tracked over time by checking the progress on the scales in the individual areas. It can also be used as a communication tool for stakeholders in the supply chain (e.g., growers, post-harvest operators and staff from industry boards). These stakeholders can use the tool to measure and compare performance, including evaluating their own performance against the industry average, as well as performance of the industry sector over time. This is useful to engage these stakeholders and demonstrate that changes (such as reducing carbon footprints) have a positive impact and lead to progress (as well as highlighting any actions that need to be reviewed and adjusted).

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Section: Discussionmentioning

confidence: 99%

“…The LUEF consists of the following elements: structure, culture, resource availability, LCM strategy, knowledge, market requirements and communication [7].…”

Section: Methodsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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A Capability Maturity Model for Life Cycle Management at the Industry Sector Level

2018

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Sustainable artificial intelligence: A corporate culture perspective

Isensee

Griese

Teuteberg

2021

NachhaltigkeitsManagementForum

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In recent years, various studies have highlighted the opportunities of artificial intelligence (AI) for our society. For example, AI solutions can help reduce pollution, waste, or carbon footprints. On the other hand, there are also risks associated with the use of AI, such as increasing inequality in society or high resource consumption for computing power. This paper explores the question how corporate culture influences the use of artificial intelligence in terms of sustainable development. This type of use includes a normative element and is referred to in the paper as sustainable artificial intelligence (SAI). Based on a bibliometric literature analysis, we identify features of a sustainability-oriented corporate culture. We offer six propositions examining the influence of specific manifestations on the handling of AI in the sense of SAI. Thus, if companies want to ensure that SAI is realized, corporate culture appears as an important indicator and influencing factor at the same time.

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A readiness level framework for sustainable circular bioeconomy

Holden¹

2022

EFB Bioeconomy Journal

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Effective Life Cycle Management in SMEs: Use of a Sector-Based Approach to Overcome Barriers

Cited by 18 publications

References 98 publications

A Capability Maturity Model for Life Cycle Management at the Industry Sector Level

A Capability Maturity Model for Life Cycle Management at the Industry Sector Level

Sustainable artificial intelligence: A corporate culture perspective

A readiness level framework for sustainable circular bioeconomy

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