Sustainability-related innovation adoption: the case of the Dutch pig farmer

Abstract

This paper explores the process of adoption of innovations in pig husbandry systems in the Netherlands, related to sustainability challenges that the pig sector is facing. It investigates the factors that influence farmers' decisions to build a new stable, as well as the choice to build either a conventional or a more sustainable stable. It demonstrates the impact of the adopter characteristics (such as age and knowledge), operation characteristics (such as type, size and location of the farm) and institutional setting (such as influence of government and other stakeholders) on these decisions. Jointly these represent the factors that shape the farmer's perception of the adoption of a more sustainable pig husbandry system. In the current policy context there is much interest in knowing how farmers respond to sustainability-oriented policies. Seen in this light it is reassuring that the present study shows that next to profit orientation, a positive attitude (based on knowledge about the environmental impact of farming) towards the environment is needed for the decision to build a more sustainable stable.

What are the Attributes of Sustainable Leadership?

“…Organizations have increasingly recognized the importance of their own role in sustainable development by adopting CSR practices. In this context, leaderships play a key role as drivers and motivators of the adoption of sustainability practices in organizations (Kemp et al, 2014;Lozano, 2015;Petrini & Pozzebon, 2010;Ramirez, 2013;Saha, 2014). The organization's leaders are pivotal for the creation of a culture that promotes shared values, influences the ethical behavior of employees, and enhances the organization's relationship with its stakeholders (McCann & Sweet, 2014).…”

“…Characteristics, behaviors, competencies, skills, attitudes, and roles are some of these nomenclatures. On the one hand, there is a set of research on the topic which presents a broader view, investigating the organization and presenting sustainable leadership as just another element that leads to corporate sustainability (Hansen, Dunford, Alge, & Jackson, 2016;Kemp, Nijhoff-Savvaki, Ruitenburg, Trienekens, & Omta, 2014;Lozano, 2015;Petrini & Pozzebon, 2010;Ramirez, 2013;Saha, 2014). On the other hand, the research on the topic which presents the characteristics of the sustainable leader Egri & Herman, 2000;Lans, Blok, & Wesselink, 2014;Renwick, Redman, & Maguire, 2013;Saha, 2014;Shrivastava, 1994;Williams & Turnbull, 2015) is carried out in parts, focusing more on only a few characteristics.…”

The role of collaborations in the development and implementation of sustainable livestock concepts in The Netherlands

“…These concerns, as well as outbreaks of various animal diseases over the past decade, have created doubts concerning the legitimacy and long-term viability of livestock production in society (Bos, 2008;Dolman, Vrolijk, & de Boer, 2012;Kemp, Nijhoff-Savvaki, Ruitenburg, Trienekens, & Omta, 2014). Therefore, the need for a transition towards more sustainable livestock production is increasingly expressed (Bos, Groot Koerkamp, Gosselink, & Bokma, 2009;Le Gal, Dugué, Faure, & Novak, 2011).…”

With your actions I discover who you are: Profiles of Sustainable Organizations

“…Dentre eles, a legislação, envolvendo o cumprimento de regulamentos ambientais a fim de minimizar riscos ambientais (Petrini & Pozzebon, 2010;Barbieri, Vasconcelos Andreassi, & Vasconcelos, 2010;Gomes, 2011;Caprar & Neville, 2012) apresenta-se como o mais básico dos motivadores. Características organizacionais como tempo de atuação da empresa ou estrutura da organização, com a existência de uma área formal de sustentabilidade (Kolk & Perego, 2010;Lange, 2013;Kemp et al, 2014;Bhanot & Bapat, 2015), a influência dos stakeholders (Ramirez, 2013;Lange, 2013;Kemp et al, 2014), os valores organizacionais pautados na visão da liderança, ética e atitude positiva (Petrini & Pozzebon, 2010;Gomes, 2011;Arenhart, Campigotto, Sehnem, & Bernardy, 2013;Ramirez, 2013), a reputação e a imagem da organização (Kolk & Perego, 2010;Arenhart et al, 2013;Ramirez, 2013) e a busca por vantagem competitiva como redução de custos ou aumento da qualidade do produto/serviço (Paulraj, 2009;Kolk & Perego, 2010;Gomes, 2011;Ramirez, 2013;Kemp et al, 2014;Bhanot & Bapat, 2015) são alguns dos motivadores já identificados na literatura. O que a literatura também evidencia, é que vários deles podem estar presentes em uma mesma organização.…”

“…Revista BASEv.16, n.3, julho-setembro 2019 Tal perfil vem ao encontro dos resultados obtidos por Lozano (2015) que aponta a liderança como o principal motivador interno para sustentabilidade e a importância da reputação como principal motivador externo. A liderança faz parte de valores organizacionais uma vez que os líderes influenciam fortemente os valores organizacionais pelas suas atitudes e comportamentos favoráveis às questões de sustentabilidade (Kemp et al, 2014;Petrini & Pozzebon, 2010). Desta forma, esse perfil de organização, dentre todos, parece apresentar uma orientação para sustentabilidade equilibrada, uma vez que alinha motivadores internos e externos.…”