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Chapter 1: 5: Introduction Building Momentum for Change 46 and discussing and debating ideas contributed to an innovation-supportive and inclusive culture. More research needs to be done to understand how internal knowledge-sharing can be best facilitated to support sustainability implementation. assessment: Weakly supported ShaRE knowlEdgE ExtERnally: Exchange information about efforts to embed sustainability with other organizations to improve everyone’s sustainability performance • Participate in knowledge sharing opportunities initiated by industry associations • Join organizations that bring together other organizations that are grappling with sustainability Sharing experiences with other organizations and groups to learn more about how they are working to solve sustainability issues has mutually beneficial outcomes. Often other organizations are working on addressing similar sustainability issues and asking the same sustainability questions. Acknowledging that sharing information with competitors is not necessarily harmful is an important step. By sharing best practices and key learnings, organizations can work together to generate sustainability solutions (Ethical Corporation, 2009). Clarke and Roome (1999) propose that companies engage in knowledge sharing in order to inform, confirm and validate their own internal approaches to sustainability. Beyond this, we were unable to find work that looked back into the organization to think about the impact of sharing ideas with the outside world. assessment: Weakly supported collaBoRatE: work with other organizations to try to achieve shared sustainability goals • Collaborate with other organizations • Create organizational partnerships • Cooperate with regulators, NGOs and external stakeholder groups Solving sustainability is, in many ways, a shared responsibility and not a competitive race. The highly complex, multifaceted, and multi-stakeholder issues and challenges facing organizations will require collective attention and participation to be overcome. Making headway on sustainability issues sometimes requires more than share information sharing. To achieve real progress on sustainability issues, it may be necessary to work with some unlikely partners like competitors, governments or non-governmental organizations. Buysse and Verbeke (2003) describe how organizations with advanced sustainability agendas often work with external stakeholders such as regulators and environmental NGOs to develop environmental standards, or form strategic alliances with environmental groups, or even competitors, to address complex environmental problems. Industries can band to together to develop best practices (Adriana, 2009) or to develop new processes (Halme, 1995). When an organization opts to take on larger sustainability challenges by working with other organizations, it can send a signal to those on the inside that management is serious about sustainability. In the innovation literature, Mitleton-Kelly (2006) notes that interacting with and listening to feedback from stakeholders enabled one organization to build the concerns of their communities into its innovation processes. While many researchers have explored interorganizational collaborations in the sustainability arena, we were unable to identify any that looked at the impact of these collaborations on the cultures of the participating organizations. assessment: proposed but not tested
Chapter 1: 6: Introduction Instilling Capacity for Change 47 ChAPTER 6 Instilling Capacity for Change In the fourth quadrant of the framework, we continue to look at practices aimed at innovation; however, we now focus on practices that take a formal approach toward building a culture that supports sustainable innovation. The two categories of practices in this section can help embed continuous and proactive knowledge building by institutionalizing learning in the organization (learning) and to provide a foundation for future sustainability initiatives by developing formal support mechanisms for change (developing). practices learn scan benchmark pilot learn from failure reflect develop develop new business processes and systems develop new products and services
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