Systematic Review - Network for Business Sustainability
Systematic Review - Network for Business Sustainability Systematic Review - Network for Business Sustainability
appendix 4: models of sustainability-oriented innovation After Kolk and Mauser (2002) STUDY MODEL Hunt and Auster (1990)* • Beginner • Firefighter • Concerned citizen Roome (1992)* • Non-compliance • Compliance • Compliance-plus Elkington (1994)* • Ignorance • Awakening • Denial • Guilt reduction/displacement behaviour/tokenism Shrivastava and Hart (1995)* • Band aid • More serious (Hart, 1997) • Pollution prevention • Product stewardship Winn and Angell (2000)* • Deliberate reactive greening • Unrealized greening Low et al. (2001) • Incremental improvements • Redesign of existing product concepts Keijzers (2002) • Sanitize • Control Dunphy et al. (2003) 23 • Rejection • Non-responsiveness • Compliance Alakeson and Sherwin (2004) Tukker and Tischner (2006) • Single issue approach • Ad hoc approach • System optimization • System re-design Blake (2006) • Protector • Builder 23 As reported in Holton, Glass, & Price, 2010. • Pragmatist • Pro-activist • Commercial and environmental excellence • Leading edge • Conversion • Integration • Deep change • Clean technology • Emergent active greening • Deliberate proactive greening • Alternative fulfilment of function • Designs completely fitting in the sustainable society • Integrate • Efficiency • Strategic proactivity • The sustaining corporation • Sustainability tools • Strategic integration • System innovation • Innovator Innovating for Sustainability 90
STUDY MODEL Alexander Ballard Ltd. (2008) • Core-business focused • Stakeholder responsive • Efficient management Nidumolu et al. (2009) • Viewing compliance as opportunity • Making value chains sustainable • Designing sustainable products and services Morton and Grayson (2009) • Deniers (it’s not our fault) • Compliers (we’ll only do what we have to) • Case-makers (it’s the business) • Breakthrough projects • Strategic resilience • Champion organization • Developing new business models • Creating next practice platforms • Innovators (it gives us a competitive advantage) • Trail-blazers (we need to make sure everybody does it) Machiba (2010) • Technological change • Socio-technological change Mani et al. (2010) • Initial • Managed • Defined Carrillo-Hermosilla et al. (2010) • Component addition • Sub-system change Baya and Gruman (2011) • Compliance • Obligations Seebode et al. (2012) • Exploit • Bounded exploration Elkington (2012) • Eureka • Experiment • Enterprise Note: *Included in Kolk and Mauser’s original review • Quantitatively managed • Optimizing • System change • Efficiency • Leadership • Reframing • Co-evolution • Ecosystem • Economy Innovating for Sustainability 91
- Page 39 and 40: In Practice The contribution of lon
- Page 41 and 42: sustainability goals and objectives
- Page 43 and 44: eports or as social and environment
- Page 45 and 46: PROCESS INNOVATION A number of cate
- Page 47 and 48: In Practice The cradle-to-cradle me
- Page 49 and 50: In Practice InterfaceFLOR is gradua
- Page 51 and 52: In Practice There is a potentially
- Page 53 and 54: development on the needs of the poo
- Page 55 and 56: such innovations. Much more difficu
- Page 57 and 58: discussion Firms are re-embedding t
- Page 59 and 60: competitive advantages. Third, firm
- Page 61 and 62: previous reviews Earlier literature
- Page 63 and 64: The current study extends these pre
- Page 65 and 66: additional materials The appendices
- Page 67 and 68: appendix 1: methodology The systema
- Page 69 and 70: SEARCHING THE SCIENTIFIC LITERATURE
- Page 71 and 72: Search methods We used the followin
- Page 73 and 74: At the outset of this project, the
- Page 75 and 76: Data were coded according to biblio
- Page 77 and 78: Table 8 JOURNALS PROVIDING ONLY A S
- Page 79 and 80: DESIGN OF STUDIES Sectoral distribu
- Page 81 and 82: which speaks to the contestation ar
- Page 83 and 84: The studies in our sample are mixed
- Page 85 and 86: THE ELEMENTS OF INNOVATION A tradit
- Page 87 and 88: appendix 3: definitions of SOI This
- Page 89: SUSTAINABILITY-RELATED AND SUSTAINA
- Page 93 and 94: appendix 6: frugal, reverse and soc
- Page 95 and 96: Benyus, J.M. (1997). Biomimicry: in
- Page 97 and 98: Del Río, P., Carrillo-Hermosilla,
- Page 99 and 100: Hunt, C.B. & Auster, E.R. (1990). P
- Page 101 and 102: Machiba, T. (2010). Eco-innovation
- Page 103 and 104: Reay, T., Berta, W. & Kohn, M.K. (2
- Page 105 and 106: Wagner, M. (2007). On the relations
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STUDY MODEL<br />
Alexander Ballard Ltd.<br />
(2008)<br />
• Core-business focused<br />
• Stakeholder responsive<br />
• Efficient management<br />
Nidumolu et al. (2009) • Viewing compliance as opportunity<br />
• Making value chains sustainable<br />
• Designing sustainable products and<br />
services<br />
Morton and Grayson<br />
(2009)<br />
• Deniers (it’s not our fault)<br />
• Compliers (we’ll only do what we<br />
have to)<br />
• Case-makers (it’s the business)<br />
• Breakthrough projects<br />
• Strategic resilience<br />
• Champion organization<br />
• Developing new business models<br />
• Creating next practice plat<strong>for</strong>ms<br />
• Innovators (it gives us a<br />
competitive advantage)<br />
• Trail-blazers (we need to make<br />
sure everybody does it)<br />
Machiba (2010) • Technological change • Socio-technological change<br />
Mani et al. (2010) • Initial<br />
• Managed<br />
• Defined<br />
Carrillo-Hermosilla et al.<br />
(2010)<br />
• Component addition<br />
• Sub-system change<br />
Baya and Gruman (2011) • Compliance<br />
• Obligations<br />
Seebode et al. (2012) • Exploit<br />
• Bounded exploration<br />
Elkington (2012) • Eureka<br />
• Experiment<br />
• Enterprise<br />
Note: *Included in Kolk and Mauser’s original review<br />
• Quantitatively managed<br />
• Optimizing<br />
• System change<br />
• Efficiency<br />
• Leadership<br />
• Reframing<br />
• Co-evolution<br />
• Ecosystem<br />
• Economy<br />
Innovating <strong>for</strong> <strong>Sustainability</strong> 91
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