Publicly mediated inter-organisational networks: A solution for sustainabilityoriented innovation in SMEs?

Hansen, Erik G.; Klewitz, Johanna

doi:10.9774/gleaf.978-1-907643-47-7_14

Cited by 12 publications

(17 citation statements)

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“…As a result, SMEs may be better able to quickly capitalize on innovative and sustainable practices and navigate the multi-level governance context of cities in order to scale these sustainable practices. This is a result of the increased involvement of owner/managers within the day-to-day operations, relatively small organizational structure, and strategic vision of SMEs, allowing them to adapt to changing market conditions or implement changes to operations more readily compared to large firms [40,41].…”

Section: Deconstructing Smes' Capacity To Innovate On Sustainabilitymentioning

confidence: 99%

“…Despite the flexibility a smaller firm size allows SMEs, there exist characteristics that tend to limit SMEs' capacity to implement environmental and sustainabilityoriented operational improvements. Limited time, capital, personnel and expertise are commonly cited as barriers to the implementation of environmental measures [53,54]. Other challenges in meeting environmental goals include the managers' poor environmental training and short-term orientation, the status of the environmental function in the company as a whole, and SMEs' lower capacity to give rise to highly radical innovations [24,40].…”

Section: Deconstructing Smes' Capacity To Innovate On Sustainabilitymentioning

confidence: 99%

“…External engagement has been roundly identified as a key element for a SMEs' transition towards sustainability [40,54,64]. For instance, the dissemination and application of the cleaner production measures among SMEs on the basis of its own economic merits does not easily occur, resulting in the need to support the dissemination of the concept through promotional activities and policy measures [65].…”

Section: Motivations For Sustainable Entrepreneurshipmentioning

confidence: 99%

“…Firms in which the owner/manager had long-term focus and sustainability orientation are much more likely to implement environmental measures into their business operations [35,40,53,69]. Similarly, in any kind of SME environmentaloutreach program, the involvement of owner/managers of the program significantly increased the likelihood of implementation of sustainability measures, providing a strong rationale for outreach towards their inclusion in setting up such a program [41].…”

Section: Motivations For Sustainable Entrepreneurshipmentioning

confidence: 99%

See 3 more Smart Citations

Governing and accelerating transformative entrepreneurship: exploring the potential for small business innovation on urban sustainability transitions

Burch

Andrachuk

Carey

et al. 2016

Current Opinion in Environmental Sustainability

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The alluring yet nebulous concept of transformative change is increasingly gaining traction in conversations about pathways to more sustainable futures. As such, new conceptual tools are needed to illuminate variety of actors, interests, and capacities at play in potentially radical experiments. This paper draws upon multi-level governance theory, sustainability transitions scholarship, and sustainability entrepreneurship literature, to interrogate the transformative potential of small and medium-sized enterprises (SMEs). We (1) identify characteristics of SMEs that might make them relatively more able to produce radical innovations, (2) explore dimensions of the broader socio-political context that influence the likelihood of this potential to be translated into action in urban spaces, and (3) discuss implications of these dynamics for transformative sustainability governance

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Section: Deconstructing Smes' Capacity To Innovate On Sustainabilitymentioning

confidence: 99%

Section: Deconstructing Smes' Capacity To Innovate On Sustainabilitymentioning

confidence: 99%

Section: Motivations For Sustainable Entrepreneurshipmentioning

confidence: 99%

Section: Motivations For Sustainable Entrepreneurshipmentioning

confidence: 99%

See 2 more Smart Citations

Governing and accelerating transformative entrepreneurship: exploring the potential for small business innovation on urban sustainability transitions

Burch

Andrachuk

Carey

et al. 2016

Current Opinion in Environmental Sustainability

View full text Add to dashboard Cite

show abstract

“…The importance of collaborating with stakeholders to drive innovation has been established in previous studies (Ayuso, Angel Rodríguez, García-Castro, & Angel Ariño, 2011;Hansen et al, 2009;Hansen & Klewitz, 2012). It is of particular value to SMEs following a strategy of sustainability-oriented innovation, however, for such collaboration acts as a capacitybuilding mechanism and helps offset the resource constraints that SMEs typically face.…”

Section: Toward Sustainable Developmentmentioning

confidence: 99%

Connecting people to purpose builds a sustainable business model at Bark House

Collins¹,

Saliba²

2020

Glob Bus Org Exc

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At Bark House, a purpose‐driven, sustainability‐oriented small and medium‐size enterprise (SME) based in North Carolina, a symbiotic relationship between the firm and its stakeholders has led to the development of a resilient business model that has generated hundreds of green‐collar jobs. Data collected through semi‐structured interviews show that by proactively engaging with stakeholders, the firm has been able to change market perceptions and behavior, and to refine its core operations to become more sustainable. In addition, the stakeholders' belief in the authenticity of the organization's commitment to environmental responsibility influences the way employees feel about themselves and how they behave with others. By putting environmental and societal concerns before profits, the firm generates customer loyalty that enables it to survive economic downturns and offers the promise of long‐term success.

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Implementation of Sustainability Management and Company Size: A Knowledge‐Based View

2014

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Implementing corporate sustainability strategies requires knowledge and application of sustainability management tools. While much progress has been made in developing such tools in both small and medium-sized enterprises (SMEs) and large companies, the literature claims company size positively affects application. However, the role of knowledge as a mediating factor has not yet been investigated. Using the knowledge-based view as a theoretical underpinning, this paper draws on empirical survey data from SMEs and large companies in Germany. It analyzes how company size affects the degree of knowledge and application of sustainability management tools. Even though the results reaffirm that SMEs know and apply significantly less tools, company size does not influence the share of tools applied once they are known. Thus, knowledge is identified as a key difference between SMEs and large companies as well as an important mediator to promote sustainability management.sector-specific tools for both large enterprises and SMEs seems appropriate. Further developments should consider the applicability and access to information concering tools in SMEs. Such tools tailored to small businesses are relatively scarce and only little SME-specific information is available to support implementation of sustainability management. 776J. Hörisch et al.

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Publicly mediated inter-organisational networks: A solution for sustainabilityoriented innovation in SMEs?

Cited by 12 publications

References 0 publications

Governing and accelerating transformative entrepreneurship: exploring the potential for small business innovation on urban sustainability transitions

Governing and accelerating transformative entrepreneurship: exploring the potential for small business innovation on urban sustainability transitions

Connecting people to purpose builds a sustainable business model at Bark House

Implementation of Sustainability Management and Company Size: A Knowledge‐Based View

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