Systematic Review - Network for Business Sustainability

chains (Carrillo-Hermosilla et al., 2010). Some of the
most significant sustainable supply systems for natural
resources, such as the Forest Stewardship Council
and the Marine Stewardship Council, developed as a
result of partnerships of industry groups, social and
environmental NGOs and the public (Gulbrandsen,
2005; Taylor, 2005).
In Practice
At InterfaceFLOR more than two-thirds
of the overall environmental impact of a
carpet tile is related to raw materials. Virgin
nylon yarn alone makes up about half of
the carpet’s greenhouse gas emissions
throughout its life cycle, so reducing the
amount used is fundamental to the strategy
of creating a more sustainable product.
Adapted from Arratia (2010).
Firms wanting to achieve the greatest sustainability
impact may choose to specifically but not exclusively
target upstream green supply chain initiatives, where
the greatest damage occurs in the extractive and
primary processing industries (Huber, 2008).
The literature that focuses on supply chains
subordinates social considerations. Given some
firms’ poor histories of attending to employees’ and
contractors’ working conditions, it is curious that little
research describes innovative strategies to address
these challenges. Such studies may exist in another
domain of research, such as human resources or
social policy. Alternatively, perhaps these do not bring
positive publicity in the same way that environmental
innovations do and so firms have been less willing to be
studied. We note, therefore, this gap in the research.
As noted earlier, Operational Optimization can inhibit
more radical or discontinuous innovation due to a
tendency to focus on incremental improvements.
However, eco-efficient practices may be a stepping
stone to more radical process innovations. Evidence
of this tendency may be found in the wider systemic
thinking evident in some firms’ application of
environmental management systems and life cycle
analysis (Bos-Brouwers, 2010a).
3. Start from a vision of the future and work
backward, rather than moving forward from the
present; set audacious goals even when the route
may be unclear
Some SOI techniques seek to overcome the constraints
on innovation resulting from operating within existing
technological and process-based patterns. In one
alternative, known as “back casting” (Mulder, 2007;
Partidario & Vergragt, 2002; Vergragt & Van Der Wel,
1998), Organizational Transformation innovators start
with a vision of the future as their starting point for
innovation. They then work backward to determine the
actions necessary to achieve the vision. Back casting
thus inspires innovation to reach for a future desired
state rather than projecting a technologically optimized
present. Forecasting, by contrast, relies on building
on existing operating standards. Forecasting results
in incremental innovations while back casting has
systems-changing potential.
For example, Nigel Stansfield, InterfaceFLOR’s
Senior Vice President of Product and Innovation for
Europe Middle East, Africa, India, commented on his
company’s strategy:
Innovating for Sustainability 48