Sustainability-oriented innovation of SMEs: a systematic review

Klewitz, Johanna; Hansen, Erik G.

doi:10.1016/j.jclepro.2013.07.017

Cited by 1,024 publications

(1,186 citation statements)

References 131 publications

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“…Existing literature makes a clear connection between knowledge acquisition activities and TA (Roy and Thérin, 2008) and networks (Christopher and Gaudenzi, 2009). Klewitz and Hansen (2014) propose that external interaction, such as participation in TA events, can increase innovative capacity within the SME. Our findings also indicate differing levels of TA support however, with guidance on BES 6001 (BRE, 2009) provided to Company A (SCF 2010 and 2012) recognised as a major aide in the implementation process.…”

Section: Discussionmentioning

confidence: 99%

Implementing sustainability in small and medium-sized construction firms

Upstill-Goddard¹,

Glass

Dainty

et al. 2016

Engineering, Construction and Architectural Management

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Citation: UPSTILL-GODDARD, J.D., 2016. Implementing sustainability in small and medium-sized construction firms: the role of absorptive capacity.Engineering, Construction and Architectural Management, 23(4), pp. Additional Information:• This paper was accepted for publication in the journal Engineering, Construction and Architectural Management. Design/methodology/approach -Taking an organisational learning and absorptive capacity (ACAP) perspective, this research uses the case study approach and abductive logic to understand what role learning plays with regard to sustainability standard implementation.Findings -The results reveal that strong communication channels and commitment to training programmes increase the capacity for implementing standards, but that SMEs tend only to approach standards if they see immediate financial benefits stemming from their implementation.Practical implications -SMEs provide a challenging context for the implementation of sustainability standards unless there are significant external levers and extrinsic motivation for them to be embraced. Care should be taken in incorporating these aspects into the future design of standards that are more aligned with SME needs.Social implications -Stakeholders should seek to apply pressure to firms to positively influence engagement with sustainability standards.2 Originality/value -The role and importance of ACAP is an underdeveloped debate in the certification field. This study is the first that links the process of implementing a standard with the ACAP of an organisation.

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Section: Discussionmentioning

confidence: 99%

Implementing sustainability in small and medium-sized construction firms

Upstill-Goddard¹,

Glass

Dainty

et al. 2016

Engineering, Construction and Architectural Management

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“…With respect to the context of a business case (Schaltegger and Wagner, 2006), the emphasis has been on sustainability-related innovation (Wagner, 2008). Stemming from the previous studies on exploration and exploitation (e.g., Zhang et al, 2012) as well as on sustainability-related innovation (e.g., Klewitz and Hansen, 2013;Wagner, 2008), sustainability exploration practices reflect process innovation (e.g., end-ofpipe technological solutions), product innovation (e.g., improvements or entirely new products or services) and sustainability-oriented learning (e.g., development of capabilities and competence for sustainability-related innovation).…”

Section: Sustainability Exploration and Sustainability Exploitationmentioning

confidence: 99%

Sustainability exploration and sustainability exploitation: from a literature review towards a conceptual framework

Maletič

Dahlgaard

Dahlgaard‐Park

et al. 2014

Journal of Cleaner Production

139

150

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Theoretical and empirical research often points to a positive relation between corporate sustainability and organisational performance; however, attempts to conceptualise the multi-dimensional nature of sustainability practices are rare in the current literature. Thus, the purpose of this paper is to present a conceptual framework to aid in understanding and explaining the relationship between sustainability practices and organisational performance. The concepts of exploitation and exploration are adopted to distinguish between different types of sustainability practices. The research model is then analysed in terms of different outcomes related to sustainability performance, quality performance and business performance. Based on an interdisciplinary perspective, this paper suggests a new approach for the discussion of corporate sustainability and its implications for the organisational context. The results of the research suggest that the organisation may place a stronger focus on developing new sustainability-centred competencies when it is faced with an uncertain and rapidly changing environment. In contrast, efficiency and responsiveness to various stakeholders expectations and demands might dominate in highly competitive environments. The primary conclusion of this paper is that the alternative relationships between sustainability practices (exploitation and exploration) and organisational performance depend on different factors, including environmental uncertainty, competitiveness, long-term orientation and institutional approaches. These arguments indicate that managers in resource-constrained contexts may benefit from focusing on the management of trade-offs between sustainability exploration and sustainability exploitation demands; however, for long-term success, the simultaneous pursuit of exploration and exploitation is both desirable and necessary

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“…They are thus well positioned to develop products, services, and processes that, to varying degrees, play a part in SD. The empirical research that has revealed these innovations has focused primarily on the environmental aspect-eco-innovations-rather than on the other aspects of SD (Klewitz and Hansen 2014). …”

Section: Entrepreneurial Orientation and Sustainable Practicesmentioning

confidence: 99%

“…These environmental innovations in SMEs (for an overview, see Klewitz and Hansen 2014) cover a wide range of practices, such as eco-efficiency (Aragon-Correa et al 2008), cleaner production (Altham 2007;van Berkel 2007), and eco-design (Bos-Brouwers 2010). These innovations also encourage improved productivity (Biondi and Iraldo 2002), the implementation of continuous improvement processes (King and Lenox 2002;van Berkel 2007), and external partnerships (Hansen et al 2002).…”

Section: Entrepreneurial Orientation and Sustainable Practicesmentioning

confidence: 99%

“…In the European Union, SMEs represent more than 97% of businesses, employ almost 70% of the workforce, and are estimated to be responsible for 60-70% of the total environmental impact (Calogirou et al 2010). SMEs are an essential vector for achieving the objectives of SD, particularly because they possess both the characteristics and capacities needed to innovate in this field (AragonCorrea et al 2008;Bos-Brouwers 2010;Klewitz and Hansen 2014). This capacity for innovation, associated with risk taking, and proactiveness constitute the three dimensions of an entrepreneurial management style, defined by Covin and Slevin (1988) as the entrepreneurial orientation (EO).…”

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Do Entrepreneurial SMEs Perform Better Because They are More Responsible?

2016

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Many scholars have investigated the direct impact of entrepreneurial orientation (EO) on performance, but this direct association seems both spurious and ambiguous because many parameters may have an indirect influence on this relationship. The present study thus considers sustainable practices-environmental practices, social practices in the workplace (SPW), and social practices in the community (SPC)-as three probable mediators in the relationship between EO and performance, which is considered in terms of its financial and non-financial dimensions. We seek to show to what extent small-and medium-sized enterprises' (SMEs) sustainable practices are useful assets, which are supported by EO, to improve performance. Using a structural equation modeling approach, data collected from 406 French SMEs were tested against the model. Our findings reveal that EO has a positive impact on the implementation of sustainable practices and that SPW partially mediate the link between EO and performance. Taken together, these findings suggest that EO plays a role in indirectly promoting performance by enhancing certain human resource management practices.

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Sustainability-oriented innovation of SMEs: a systematic review

Cited by 1,024 publications

References 131 publications

Implementing sustainability in small and medium-sized construction firms

Implementing sustainability in small and medium-sized construction firms

Sustainability exploration and sustainability exploitation: from a literature review towards a conceptual framework

Do Entrepreneurial SMEs Perform Better Because They are More Responsible?

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