Investigating digital technologies’ implementation in circular businesses: Evidence from the going circular path

Perotti, Francesco Antonio; Dhir, Amandeep; Ferraris, Alberto; Kliestik, Tomas

doi:10.1017/jmo.2023.60

Cited by 4 publications

(1 citation statement)

References 124 publications

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“…Also, all the organizations included in the study were SMHs and represented various sized SMEs, according to the Eurostat methodology (Di Bella et al, 2023) i.e. micro (<10 employees), small (<50 employees), and medium (<250 employees) enterprises (Guerrero et al, 2022;Perotti et al, 2023;Scuotto et al, 2017).…”

Section: Sampling and Participant Descriptionmentioning

confidence: 99%

To “talk the walk” or to “walk the talk”? Employer branding and HRM synergies in small and medium-sized hotels

Zografou,

Galanaki

2024

EMJB

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PurposeSome firms excel at positively presenting their employer brand (talk), while others excel at effectively implementing human resource management (HRM) practices for the benefit of the employees (walk). Which approach is more effective? Focusing specifically on small and medium-sized hotels (SMHs), this study explores the relation of employer branding (EB) and HRM practices with organizational performance (OP).Design/methodology/approachStratified sampling was used to identify 34 top management figures (owners, CEOs, and top HR managers) from SMHs across Greece. These individuals agreed to participate in in-depth, semi-structured, one-on-one interviews, focusing on their hotels’ HRM, EB, and organizational performance. The interviews were subjected to content analysis, further coupled with graphical exploration of the relations between the concepts under study.FindingsThe findings reveal a noteworthy pattern: high-performing SMHs tend to prioritize EB, particularly leveraging social media channels. This prioritization is further reinforced by the implementation of HRM practices, including extensive training and rewards. Clustering SMHs into four different levels based on their application of EB and HRM practices and the effect of these practices on OP, enables us to extend this study and gain valuable insights into the interplay of these factors.Practical implicationsThis study highlights the need for practitioners to invest in HRM practices, especially in training and rewards, while giving due attention to EB, despite the potential resource limitations SMHs often face. Importantly, when basic levels of HRM are combined with high levels of EB, OP seems to be maximized.Originality/valueBoth HRM and EB deal with the employer – employee interaction, that’s why EB in most companies is the responsibility of the HRM department. Surprisingly, academic research has treated them as distinct fields, in isolation, ignoring their combined effects. This paper is the first to conceptualize EB as communication (“talk”) and HRM as practice (“walk”) and to thus propose that a complementarity relationship between these two dynamics may facilitate OP. Additionally, this study is the first to combine content analysis with a quantitative exploration to gain more holistic and valuable insights on the topic.

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Section: Sampling and Participant Descriptionmentioning

confidence: 99%

To “talk the walk” or to “walk the talk”? Employer branding and HRM synergies in small and medium-sized hotels

Zografou,

Galanaki

2024

EMJB

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Industry 4.0 technologies for sustainability within small and medium enterprises: A systematic literature review and future directions

Santos,

Sant’Anna

2024

Journal of Cleaner Production

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Fostering circular economy through open innovation: Insights from multiple case study

Perotti,

Bargoni,

De Bernardi

et al. 2024

Business Ethics Env & Resp

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This study represents an empirical, comprehensive investigation of two different inter‐organisational collaborative approaches, offering a novel perspective on collaborative circular business models in the modern economy. In this vein, we explore how open innovation strategies foster the implementation of circular economy practices within a circular supply chain and a circular ecosystem. In addition, we identify and characterise stakeholders' roles in facilitating the translation of circular principles into a viable business. An inductive theorising approach was employed, leveraging an explorative multiple case study methodology. Data were collected from 13 organisations involved in two collaborative networks, designed to establish upcycling practices to recover waste from the food and beverage industry. A critical realist philosophical positioning underpinned researchers' data collection and analysis. As a result, we outline the nature of two different collaborative approaches to pursue a regenerative production system through open innovation strategies: a circular supply chain and a circular ecosystem architecture. The characterisation of the coordinator and orchestrator of collaborative circular business models is also highlighted in our findings. In sum, this study contributes to the literature on circular economy by unveiling the role of open innovation in fostering circular business development. From a practical standpoint, it offers insights for managers of sustainability‐oriented companies willing to implement upcycling practices.

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Investigating digital technologies’ implementation in circular businesses: Evidence from the going circular path

Cited by 4 publications

References 124 publications

To “talk the walk” or to “walk the talk”? Employer branding and HRM synergies in small and medium-sized hotels

To “talk the walk” or to “walk the talk”? Employer branding and HRM synergies in small and medium-sized hotels

Industry 4.0 technologies for sustainability within small and medium enterprises: A systematic literature review and future directions

Fostering circular economy through open innovation: Insights from multiple case study

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