Implementation of sustainability improvements at the facility level: Motivations and barriers

Kuppig, Vincent D.; Cook, Yvonne C.; Carter, David A.; Larson, Nancy J.; Williams, Robert E.; Dvorak, Bruce I.

doi:10.1016/j.jclepro.2016.08.167

Cited by 20 publications

(6 citation statements)

References 23 publications

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“…Process Improvement proved to be a long-standing motivation for companies of all sizes, with the following examples in the developed markets of Northern America, Europe, and Australia. One article covered eight years before 2014, investigating two programs that assisted and recommended improvements for small and medium-sized companies (SMEs) in the United States (Kuppig et al, 2016). Nearly 200 SMEs were assisted during this period, and the most significant motivation both to implement (37%) and not to implement (56%) an SD recommendation was finance-related.…”

Section: Resultsmentioning

confidence: 99%

Why Do Companies Engage in Sustainability? Propositions and a Framework of Motivations

Simões-Coelho

Figueira

2021

BAR, Braz. Adm. Rev.

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This article proposes a framework of corporate motivations for sustainability based on the study of sustainability engagement most prevalent in the different UN-defined macro-regions. Four main motivations were uncovered in the literature: Legitimacy -the perception that the actions are appropriate within a system of norms and beliefs; Market Success -increase in turnover, brand equity, or innovation due to sustainable practices; Process Improvement -sustainabilityoriented optimization of processes; and Social Insurance -preemptive insurance against reputation or goodwill losses. Field articles were selected via a bibliometric review to develop the propositions. They indicate which motivations are of more academic concern in general and in Asia, Africa, Europe, Latin America and the Caribbean, Northern America, and Oceania. Legitimacy appears as the most prevalent motivation, followed by Market Success. More developed regions tend to have more studies on Market Success, while Social Insurance seems linked to less developed markets, where corporations must provide access to needs beyond their business.

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Section: Resultsmentioning

confidence: 99%

Why Do Companies Engage in Sustainability? Propositions and a Framework of Motivations

Simões-Coelho

Figueira

2021

BAR, Braz. Adm. Rev.

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“…Cost barriers are those that reflect the knowledge of the availability of the economic resources to invest in innovation projects (Segarra et al, 2008). The behavior of companies facing cost barriers is attributable to the high cost and risk of innovation (Kuppig et al, 2016;Heredia Pérez, Geldes, Kunc, & Flores, 2019). These types of barriers can be classified as a lack of internal financing, lack of external financing, and high costs of innovation (Segarra et al, 2008;Morales, 2012;Mesías, 2015 andPellegrino, 2018).…”

Section: Barriers To Innovation; Dependent Variablesmentioning

confidence: 99%

Barriers to innovation: experience of Ecuadorian small and medium entreprises

Simbaña-Taipe

Villamil-Jaramillo

Taimal-Méndez

et al. 2021

J. Bus.

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The innovation barriers to small and medium-sized enterprises affect their innovative process and influence their company development. In this empirical work, we analyze the cost, market, and knowledge barriers that impede or delay the development of innovative activities and projects in Ecuadorian SMEs. A logit estimation model uses fixed-effects panel data on a sample of 5,205 SMEs during the period from 2009–2014. The results show that small and young companies are more vulnerable to the perceived barriers of cost and knowledge. This is mainly due to high innovation costs and a lack of skilled staff that restricts organizational growth and market competitiveness.

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“…Lack of adaptions to new occupational health and safety policies (MB1) Mani et al, 2015;Huq, Chowdhury, & Klassen, 2016;Kuppig, Cook, Carter, Larson, Williams, & Dvorak, 2016) Lack of managerial capabilities for implementation (MB2) (Carter & Rogers, 2008;Ciliberti et al, 2009;Power, Mitra, Laumann, Snyder, Schlaggar, & Petersen, 2014) Lack of involvement of operational staff in planning decisions (MB3) (Baumgartner, 2009) Lack of flexibility and resilience skills (MB4) (Bhamra, Dani, & Burnard, 2011) Technical and resource-related barriers (TB) Lack of knowledge of resource management (TB1) (Amponsah-Tawiah et al, 2015;Sartor, Orzes, Di Mauro, Ebrahimpour, & Nassimbeni, 2016) Lack of acceptance to adopt new practices (TB2) (Merli et al, 2015;Sartor et al, 2016) Lack of use of protecting equipment and practices (TB3) (van Donk et al, 2010;Amponsah-Tawiah et al, 2015) Lack of technical resources for maintenance equipment (TB4) (Kuppig et al, 2016)…”

Section: Management Related Barriers (Mb)mentioning

confidence: 99%

Exploring the Locus of Social Sustainability Implementation: A South Asian Perspective on Planning for Sustainable Development

Awan

Krasławski

Huiskonen

et al. 2019

World Sustainability Series

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Social sustainability is one of the keys to sustainable development. The social sustainability agenda is not easy to be achieved without implementing pro-buyer and pro-institutional policies. A sustainable development not only calls for environmental and economic sustainability but also for social sustainability that is the basis of sustainable development. Moreover, commonplace unsustainable consumption practices increasingly manifest in manufacturing firms in developing countries, making sustainable development management failures highly visible and institutions relevant. We employee Multiple-criteria decisionmaking (MCDM) approach to identify the critical factors that hinder the implementation of social sustainability performance. There exists a scarcity of investigations on appropriate planning regarding a global partnership for achieving SDGs in the area of sustainable development. This paper provides an empirical analysis of the many practices that implementing sustainable development goals (SDGs), SDG 3, SDG5 and SDG17 pose, and contributes to sustainable development. To promote and meet the UNSD goals, it proposes adopting buyer requirements, improving institutional related policies are the most promising approaches to support and implementation of social sustainability. The aspects of social sustainability at manufacturing firms can be achieved primarily by buyer collaboration and better institutional policies. social sustainability has become a marketing tool and is becoming more important for all the companies, across all industries. We believe this paper is of interest to practitioners and academicians who deals with social sustainability initiatives at manufacturing firms.

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Implementation of sustainability improvements at the facility level: Motivations and barriers

Cited by 20 publications

References 23 publications

Why Do Companies Engage in Sustainability? Propositions and a Framework of Motivations

Why Do Companies Engage in Sustainability? Propositions and a Framework of Motivations

Barriers to innovation: experience of Ecuadorian small and medium entreprises

Exploring the Locus of Social Sustainability Implementation: A South Asian Perspective on Planning for Sustainable Development

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