Suitable organization forms for knowledge management to attain sustainable competitive advantage in the renewable energy industry

An Integrated Diagnostic Framework to Manage Organization Sustainable Growth: An Empirical Case

“…Thus, the inner organization of sustainability for change is integrated with the organization's business strategy so that value generated through sustainability initiatives has a direct impact on the organization's overall performance [64,65]. These organizations see sustainability as a generative opportunity that has the potential to alter the organization's basis for competing and generating value in its internal-driven change [50,57,62,63]. Additionally, there is compelling evidence that as corporations wrestle with the challenge of building a sustainable organization should clearly know at what level of transformation they are and then focus on the core issues by proceeding with the appropriate steps.…”

“…In large corporations, organizational development problems may exist between managers, employees, staff, and other stakeholders who had different viewpoints of organizational purpose, vision, resource support, and human relationships [58][59][60][61]. At the same time, large-scale organizational change in response to the challenge of environmental sustainability is not only necessary but also eminently possible, which laid out a road map that we hope will support organizational leaders to grapple with the coming transition [50,57,62,63]. Thus, the inner organization of sustainability for change is integrated with the organization's business strategy so that value generated through sustainability initiatives has a direct impact on the organization's overall performance [64,65].…”

“…Sustainable management is increasingly recognized as a central determinant in embracing sustainability with a clear process and steps, arguing that the success of multinational companies depended most significantly on the process quality of management systems [11,49,50]. Embracing sustainability implied changing deeply embedded customs into management systems that are sustainable and environmentally friendly and that ensure the growth requirements of the organization [49,51,52].…”

“…Another way may include making adopting new configurations to alternate and replenish the complementarities between existing organizational practices. A third way may be dealing with agency dilemmas associated with inertia both within the firm and within its institutional context [11,50,[55][56][57]. In large corporations, organizational development problems may exist between managers, employees, staff, and other stakeholders who had different viewpoints of organizational purpose, vision, resource support, and human relationships [58][59][60][61].…”

Tudásmenedzsment és stratégiai kettős képesség – Felsővezetői döntések elemzése az innovációs stratégia megvalósítása során

“…A technológiai fejlődés, az ipar 4.0 által indukált környezeti és szervezeti változások a külső és belső tudások áramlását, illetve a kollaboráns tanulás fejlesztését teszik szükségessé (Horváth -Szabó, 2017), mivel a szervezetközi és szervezeti tanulással, a vállalati tudás menedzselésével, azaz új tudások becsatornázásával, létrehozásával és a meglévő tudások rendszerezésével, megosztásával és hasznosításával a szervezeti teljesítmény növelhető (Peng et al, 2005;Yeunga et al, 2007;Girard -Girard, 2015;Hortoványi, 2016).…”