Grazing, exploring and networking for sustainability-oriented innovations in learning-action networks: an SME perspective

Klewitz, Johanna

doi:10.1080/13511610.2015.1070090

Cited by 21 publications

(33 citation statements)

References 64 publications

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“…Recognizing these threatening environmental changes, companies are striving to achieve competitive advantages with sustainability-oriented innovations [3,4]. One source of advantage can be obtained by engaging and developing talented human resources through organizational development programs such as coaching and mentoring.…”

Section: Introductionmentioning

confidence: 99%

Exploratory Study Examining the Joint Impacts of Mentoring and Managerial Coaching on Organizational Commitment

Woo

2017

Sustainability

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A number of organizations have adopted coaching and mentoring interventions to discover and foster the potential capabilities of employees. These practices are seen as competitive drivers to cultivate innovation and creativity in turbulent business environments. However, the literature has not investigated the question of how coaching and mentoring are interrelated. By examining this connection, this study explores the joint effects of these practices on the organizational commitment of employees. The results from survey data of 247 employees, who were coachees as well as protégés at the same time, from 17 companies in South Korea suggested that mentoring moderates the positive relationship between managerial coaching and organizational commitment. In addition, the moderating effects also depended on the extent of the homogeneity of their coach and mentor. The positive relationship between managerial coaching and organizational commitment strongly increased with conditions of higher mentoring and lower homogeneity of coach and mentor. Conversely, the relationship became negative when both mentoring practice and the homogeneity of coach and mentor were low. These results could provide practical implications to organizations that are concurrently adopting both coaching and mentoring programs by helping managers to better understand their joint effects.

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Section: Introductionmentioning

confidence: 99%

Exploratory Study Examining the Joint Impacts of Mentoring and Managerial Coaching on Organizational Commitment

Woo

2017

Sustainability

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“…First, the participation in networks has proved crucial for the development of organisational capabilities needed for corporate-led sustainable innovation (e.g. Berkowitz, 2018;Kennedy et al, 2017;Klewitz, 2017). Such capabilities include market orientation and anticipation of future changes as well as learning to deal with negative externalities, reflexivity about environmental issues (and related societal implications), resilience, responsiveness and absorptive capacity (Ayuso et al, 2011(Ayuso et al, , 2006Berkowitz, 2018;Kennedy et al, 2017;Klewitz, 2017).…”

Section: Corporate-centric Approachmentioning

confidence: 99%

“…These networks serve both as a space to cultivate an idea and as a medium for facilitating sustainable innovation that resulted from it (Dossa and Kaeufer, 2014). In knowledge-oriented networks, firms benefit from both exploratory and exploitative learning opportunities, simultaneously building up their interaction capabilities (Klewitz, 2017). All these approaches can be summarised through the notion of 'open innovation' where individual companies share opinions and ideas, obtain assistance in the development, testing, optimisation and commercialisation of sustainable innovations (Kennedy et al, 2017).…”

Section: Corporate-centric Approachmentioning

confidence: 99%

Governance of sustainable innovation: Moving beyond the hierarchy-market-network trichotomy? A systematic literature review using the ‘who-how-what’ framework

Lupova-Henry

Dotti

2019

Journal of Cleaner Production

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Highlights  A systematic literature review on governance for sustainable innovations.  The 'who-how-what' framework is used to deconstruct and organise the field  The move beyond the hierarchy-market-network trichotomy is proposed  The need to shift the focus from the 'who' to 'how' of governance is highlighted  Networks, trust, knowledge and 'common good' as keywords for stakeholder engagement

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“…Existing research on CS programmes have involved limited focus on the intermediaries delivering the programme and the challenges of improving their performance (Klewitz, ; Luken & Navratil, ). Exploring intermediary performance is critical because research has shown that often the provision of CS services does not result in greening of entire industrial sectors, and the implementation of CS options along with the installation of pollution control technologies has not resulted in measurable improvements in environmental quality (Luken et al, ; Revell et al, ).…”

Section: Introductionmentioning

confidence: 99%

“…Existing research on CS programmes have involved limited focus on the intermediaries delivering the programme and the challenges of improving their performance (Klewitz, 2017;Luken & Navratil, 2004).…”

mentioning

confidence: 99%

Promoting corporate sustainability in small and medium‐sized enterprises: Key determinants of intermediary performance in Africa

Quartey

Oguntoye

2020

Bus Strat Env

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This study explores the key determinants of intermediary performance in promoting corporate sustainability in small and medium‐sized enterprises in Africa. Despite being a critical link in the delivery of sustainability support services to small and medium‐sized enterprises, intermediaries have only received limited research attention. Research exploring intermediaries of corporate sustainability in small and medium‐sized enterprises have focused broadly on their roles but narrowly on performance. Those exploring intermediary performance have often focused on larger companies, sometimes, neglecting the specifics of small and medium‐sized enterprises, especially in African countries. Improving intermediary performance in promoting corporate sustainability requires an in‐depth understanding of the factors that determine their performance. As a qualitative study, interview responses from 32 experts working in National Cleaner Production Centres in four African countries were analysed using inductive thematic approach. The findings suggest that programme constraints, external profile, small and medium‐sized enterprises context, impact strategy, and service networks are the key determinants of intermediary performance in promoting corporate sustainability in small and medium‐sized enterprises. These determinants facilitate and inhibit intermediaries’ ability to promote corporate sustainability in small and medium‐sized enterprises. The implications concern the need for intermediaries and small and medium‐sized enterprises to manage these determinants in promoting corporate sustainability.

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Grazing, exploring and networking for sustainability-oriented innovations in learning-action networks: an SME perspective

Cited by 21 publications

References 64 publications

Exploratory Study Examining the Joint Impacts of Mentoring and Managerial Coaching on Organizational Commitment

Exploratory Study Examining the Joint Impacts of Mentoring and Managerial Coaching on Organizational Commitment

Governance of sustainable innovation: Moving beyond the hierarchy-market-network trichotomy? A systematic literature review using the ‘who-how-what’ framework

Promoting corporate sustainability in small and medium‐sized enterprises: Key determinants of intermediary performance in Africa

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