Key strategies, resources, and capabilities for implementing circular economy in industrial small and medium enterprises

Prieto‐Sandoval, Vanessa; Jaca, Carmen; Santos, Javier; Baumgartner, Rupert J.; Ormazábal, Marta

doi:10.1002/csr.1761

Cited by 180 publications

(207 citation statements)

References 44 publications

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“…Our case studies confirm that firms that pursue both R&D and internationalization succeed well in developing and maintaining sustainability practices (Chakrabarty & Wang, ). Prieto‐Sandoval et al () suggest that SMEs should collaborate with research institutions to facilitate eco‐innovation. Our case studies provide empirical evidence on the outcome of such collaborative R&D (Prieto‐Sandoval et al, ).…”

Section: Discussionmentioning

confidence: 99%

“…Prieto‐Sandoval et al () suggest that SMEs should collaborate with research institutions to facilitate eco‐innovation. Our case studies provide empirical evidence on the outcome of such collaborative R&D (Prieto‐Sandoval et al, ).…”

Section: Discussionmentioning

confidence: 99%

“…We attempted to address a research gap on dynamic capabilities for corporate sustainability and CE (Amui et al, 2017;Prieto-Sandoval, Jaca, Santos, Baumgartner, & Ormazabal, 2019). We focused on how case firms sensed and addressed CE opportunities.…”

Section: Discussionmentioning

confidence: 99%

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Microfoundations of dynamic capabilities: Insights from circular economy business cases

2020

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Circular economy is a key strategy to achieve corporate sustainability. However, so far, most firms are unable to translate the concept of circular economy into their corporate strategies, business models, and operations. Some scholars have argued that firms need to develop new (and dynamic) capabilities for circular economy implementation. Yet there is a little discussion on how firms can develop such capabilities. Notably, there is a paucity of research on specific skills, processes, and organizational activities (microfoundations of dynamic capabilities) that may facilitate circular economy implementation. To address this knowledge gap, using a multiple‐case studies approach, we explore microfoundations of dynamic capabilities in successful circular economy business cases. Our findings indicate that dynamic capabilities positively contribute to circular economy implementation. Our case studies show that case firms identified circular economy opportunities by using four microfoundations of sensing capability. Further, case firms acted on the identified opportunities by using simultaneously three microfoundations of seizing capability and four microfoundations of reconfiguring capability. This paper contributes to the literature on the relations between dynamic capabilities and corporate sustainability by providing insights on how sensing, seizing, and reconfiguring dynamic capabilities act in successful operationalization of circular economy strategies.

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Section: Discussionmentioning

confidence: 99%

Section: Discussionmentioning

confidence: 99%

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Microfoundations of dynamic capabilities: Insights from circular economy business cases

2020

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“…Earlier research used samples of large publicly traded, companies, but there are to date no studies available that have analyzed the gender‐sustainability link for small and medium sized enterprises (SMEs). SMEs are central to the efforts to achieve sustainable development, because they cause approximately 64% of the industrial pollution in Europe (Prieto‐Sandoval, Jaca, Santos, Baumgartner, & Ormazabal, 2019). Moreover, carrying out tests on a sample of SMEs might help to better identify the relationship between gender diversity and sustainability, as our findings are unfiltered by the bureaucratic processes of larger corporations and avoid environmental findings driven more by legislation (from which small business are often excused) than by voluntary practice.…”

Section: Introductionmentioning

confidence: 99%

Women in management and sustainable development of SMEs: Do relational environmental management instruments matter?

Graafland

2020

Corp Soc Responsibility Env

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Scientific literature on the relationship between gender diversity in management and sustainability of large companies has produced mixed results. Whether and how gender diversity stimulates the sustainable development of small and medium sized enterprises (SMEs) has not yet been researched. We hypothesize that having more women in management positions improves the sustainability of SMEs, because this encourages the use of relational environmental management instruments. Small business literature has shown this type of instrument to be more effective in improving the sustainability of SMEs than bureaucratic management instruments. We test the model on a sample of 3,663 European SMEs and find support for this hypothesis. However, the effect is nonlinear and sustainability reaches its maximum when the proportion of women managers is 54%. The management implication is that SMEs can improve their sustainability by a gender balanced management team.

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“…A competitive advantage is seen as an above-average rent that reflects an organisation's ability to provide greater value to its customers over the long term [26]. In the 1980s, two basic approaches to achieving competitive advantage by organisations were formulated [27]. The first, was based on operating in an attractive sector and taking a better position in it than its competitors.…”

Section: Impact Of Age Management On Competitive Advantagementioning

confidence: 99%

Impact of Age Management on Sustainability in Czech Organisations

et al. 2020

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Age management is becoming an increasingly important part of strategic human resources management practices and can ultimately lead to a competitive advantage. Research results confirmed that a strategic focus on the efficient use of all age categories of employees yields retention, the successful achievement of organisation goals, development, and, ultimately, a competitive advantage. The aim of this article is to identify and evaluate approaches to age management practices in organisations in 1271 organisations in the Czech Republic. Quantitative research was carried out in selected organisations operating over a three-year period. Data was gathered from these organisations and evaluated using descriptive and multidimensional statistics. The results show that those organisations focusing on the application of age management practices achieved a competitive advantage regardless of size or sector of the organisation. Statistical analysis (χ2 test, Cramer’s V, factor analysis) on survey data shows that many of these organisations achieved significant perceived benefits from the application of age management. The approach to age management application varies in organisations depending on whether it is an internal branding of an employer or response to a crisis. Organisations either use of best practices to implement age management or it is a carefully planned process in advance. Follow-up research can focus on the use of age management in crisis management or employer branding. This study is a non-experimental quantitative correlation analysis utilising longitudinal empirical data.

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Key strategies, resources, and capabilities for implementing circular economy in industrial small and medium enterprises

Cited by 180 publications

References 44 publications

Microfoundations of dynamic capabilities: Insights from circular economy business cases

Microfoundations of dynamic capabilities: Insights from circular economy business cases

Women in management and sustainable development of SMEs: Do relational environmental management instruments matter?

Impact of Age Management on Sustainability in Czech Organisations

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