From ‘start‐up’ to ‘re‐boot’: Product lifecycle strategies and competitive advantage in the computer industry

Rodgers, Cheryl

doi:10.1002/bse.3280040304

Cited by 4 publications

(4 citation statements)

References 3 publications

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“…A second group of studies suggests tools and methodologies, such as Life Cycle Assessment (LCA), which support managers in the design of new products according to an ecological perspective. However, these methodologies often do not account for the economical and managerial consequences of`green' design solutions (Charlton and Howell, 1992;Rodgers, 1995;Linnanen et al, 1996;Welford, 1996). In fact, they are specifically addressed to those areas in the environmental profile of a product where managers should focus their response in order to minimise their environmental impact.…”

Section: The Literature On the Management Of Environmental Innovationsmentioning

confidence: 99%

Managing ‘green’ product innovation in small firms

1999

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The growing social and regulatory concern for the environment is leading an increasing number of companies to considering ‘green’ issues as a major source of strategic change. In particular, this trend has major and complex implications on the technological strategy of a company and on its product innovations. Indeed, most authors acknowledge that eco‐efficiency will be one of the major challenges for R&D practice and theory in the next decade. Unfortunately, studies usually focus on large corporations. There is a debate as to whether this factor will affect R&D practices and product innovation in small and medium enterprises (SMEs). A superficial glimpse at the problem could lead one to think that SMEs will not be major green innovators, especially as far as product technologies are concerned, and that they will simply try to comply with environmental regulations (mainly on production processes). This paper shows that ‘green’ product innovation may occur and may also have strategic implications in SMEs. Starting from the analysis of four selected case studies and using a Precursors Events methodology, this paper illustrates why ‘green’ product innovation cannot be considered a marginal issue for most SMEs, even for those that are not directly affected by environmental regulations. Hence, the paper suggests a contingent framework to support SMEs in the analysis of the drivers of ‘green’ product innovation and in the choice of a proper R&D strategy that explicitly accounts for the eco‐efficiency of product technologies.

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Section: The Literature On the Management Of Environmental Innovationsmentioning

confidence: 99%

Managing ‘green’ product innovation in small firms

1999

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“…The LCA study requires a considerable effort and its results are specific for a given product, according to the EPD rules (Rodgers, 1995;Noci and Verganti, 1999). In this perspective, the shorter the product lifetime cycle, the lower the attractiveness of the environmental product declaration.…”

Section: Industry Level Factorsmentioning

confidence: 99%

Assessing environmental product declaration opportunities: a reference framework

et al. 2006

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The growing awareness about environmental issues places greater responsibility on firms to transmit information about the environmental quality of their products. One of the most innovative ways to achieve this objective is through the 'environmental product declaration'. Unfortunately, from an operating viewpoint, there is a very little evidence on the effects associated with the introduction of this label.In lieu of this context, the paper suggests operating guidelines and a methodological approach for managers who aim to understand under which conditions the EPD can represent a useful tool for the company's competitiveness. In particular, the paper will identify (1) the specific peculiarities and requirements of the EPD; (2) the EPD parameters of attractiveness, related to its potential costs and benefits; (3) an operational framework in order to assess the EPD target audience.In this respect, an empirical analysis on 17 Italian firms will be carried out. Copyright

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“…Two factors should be mentioned here. The first is the idea, developed in Germany and other countries, that it is the producer, or the organization bringing a product to market, that should take back that product at the end of its life cycle (Rogers, 1995). The second is the concept of extending product liability to the area of environmental damage (as, for example, in the USA where it is required that the standards for the exhaust gases emitted by an automobile will be reliably maintained over a period of several years by means of an effective exhaust gas cleaning system).…”

Section: Environmental Protectionmentioning

confidence: 99%

Managerial Issues in Closing the Loop

Steger¹

1996

Bus. Strat. Env.

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The consequences for corporations striving to meet the new requirements of 'closing the loop' are investigated. An integrated managerial framework is developed to manage products over their complete life cycle. Effectively managing systems for 'closing the loop' requires a careful examination of the complex web of markets, government regulations, consumer behavior, supplier relationships and their impact on the value chain of an individual corporation. The underlying assumption is that developing a system atic framework of managerial issues for managing products over their complete life cycle is necessary to cope with the increased complexity caused by the tools related to 'closing the loop'. Although managerial issues are the focus in this paper, this does not imply that changing consumer behavior or a more incentive and innovation oriented regulatory approach are not of importance. Without such an approach only a few pioneers will follow a closed loop system.

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From ‘start‐up’ to ‘re‐boot’: Product lifecycle strategies and competitive advantage in the computer industry

Cited by 4 publications

References 3 publications

Managing ‘green’ product innovation in small firms

Managing ‘green’ product innovation in small firms

Assessing environmental product declaration opportunities: a reference framework

Managerial Issues in Closing the Loop

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