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Summary - Management of Sustainable Innovation
1 Bossink: Eco-innovation and sustainability management
Denk er aan!!! Als het over individuen. teams, innovaties e.d. gaat: altijd eco-innovative en/of sustainable (behalve als het anders staat vermeld)
1.1 Eco-innovation and sustainability
How does the book of Bossink define eco-innovation and sustainability management?As the development of new initiatives in an organization to sustain, improve and renew the environmental, social and societal quality of its business processes and the products and services these business processes produce.
Bossink introduces a model that proposes, evaluates and discusses relationships among the main elements of the eco-innovation and sustainability management system. The model has three basic managerial levels. Describe those 3:1 Co-ideation: the cooperation of individuals who want to generate, develop and disseminate (verspreiden) new sustainable thoughts, concepts, plans and suggestions for business.
2 Co-innovation: the cooperation of individuals who are situated in commercial organizations and who want to transform new sustainable thoughts, concepts, plans and suggestions into new viable, profitable and working business proposals.
3 Co-institutionalization: the cooperation of individuals who are situated in commercial, not-for-profit, nongovernmental organizations and who want to create structural stimuli and arrangements that enable these new working business proposals to become important.
The 3 managerial levels (co-ideation/innovation/institutionalization) serve as the framework for Bossinks studies. What is the key of the three levels?Cooperation.
Describe the 3 starting points of the book of Bossink?1 Eco- and sustainable innovations is a linear process. The co-ideation is the start of the innovation process and is followed by co-innovations and completed with co-institutionalization.
2 This linear process can also be seen as cyclical: because the process goes on continuously. It repeats itself and hereby it is a main driver for innocation and improvement.
3 The process can be seen as interdependent, interactive and transformative: aspects or elements of the different levels influence one another continuously. Every levels drives another level and several innovation cycles can occur at the same time and affect one another.
Show the model of Bossink.See figure 1. It visualizes the model of linear, cyclic and interactive eco- and sustainable innovation through co-ideation/innovation/institutionalization. This interactiveness is visualized by the double-headed arrows. The 10 balls are the elements at each level.
Describe the elements per level (Bossink)1 Co-ideation: leader, champion, entrepreneur
2 Co-innovation: teams, projects, businesses and PPP
3 Co-institutionalization: market & society, knowledge & technology, policy & regulation
The model of Bossink is based on extensive literature research and on widespread empirical research in the Dutch industry.Describe the 3 steps Bossink followed during this process?1 Shaping the research model (theoretical and empirical research)
2 Conducting additional theoretical and empirical studies
3 Analyzing and synthesizing the studies' outcomes
> He applies those 3 steps at each element in the model
According to Bossink eco- and sustainable innovation eneds to be managed at three cooperative levels. Summarize those levels:1 Co-ideation: leaders, entrepreneurs and champions cooperatively develop the important new sustainably innovative ideas. A
2 Co-innovation: they cooperate and interact with one another and with other coworkers and professionals in organizational settings such as teams, projects, businesses and PPP, to actually transform these ideas into business.
3 Co-institutionalization: Professionals from commercial, governmental and not-for-profit and nongovernmental organizations cooperate and interact to build institutional structures and arrangements that enable sustainable business to grow large.
What does the model of Bossink proposes?That eco-innovation and sustainability originate from key individuals, are realized by organizations and are institutionalized by efforts to create an infrastructure that enables organizations to grow into major players. All activities at these 3 levels contribute to this innovation process.
1.2 Co-ideation by leaders
The first category of key players at the co-ideation level is the category of leaders. Eco-innovative and sustainable leadership is more than traditional leaderships. It puts new characteristics to it. Describe those:1 Many responsibilities
2 Needs various skills to perform right (multiskilled)
3 Time-consuming job
4 Needs charisma
5 Communicate with a vision that helps others to contribute to the innovative ambitions
6 Be experiences with management instruments that facilitate planning and development of innovative activity in the company.
7 Needs a well-formed strategic vision of whats achievable in the near future
8 People oriented and a human among humans
9 Cooperate with others, empower coworkers to contribute, and communicate with various stakeholders
10 He has to know and feel what the companies purpose and value for society are and has to act on a wide time frame
11 He feels whats needed to increase the firms trustworthiness
12 He has a broad array of skills and behaviors
Bossink describes 4 main elements of an eco-innovation and sustainability leadership function. Describe those 4:1 Charisma (strong vision, neglects org. boundaries, attract followers, considers needs and values of stakeholders, tell the idealized goal of the future)
2 Control (set goals and standards, define roles, create systems and processes to measure/monitor and assess results> aka get the compaby under control)
3 Strategy (align personal with the firm's strategies, develop the innovative capabilities of employees, committed to innovation and invest in it)
4 Interaction (providing support, coach and guide people)
> A sustainable leader has to be more capable than a tradition leader. It has to ensure that the firm has a caring, responsible and sensible impact on society (societal impact). The leader adopts a long-term timeframe, thinks ethical, it builds communities, fosters collaboration among stakeholders and promotes long-term value (the honeybee leader).
Bossink provides a table with a frame of reference for eco-innovative and sustainable leadership. Describe this table.See image 2.
The research of Bossink indicates that leadership for eco-innovations and sustainability consists a broad and comprehensive scheme of skills, activities, behaviors, attitudes, practices, traits, mentalities and intentions. What does an overview of the characteristics show?That such a leader is charismatic, has experience with management tools, is a smart strategist, knows people and creates a firm with a strong corporate societal position (explained in image 2). These characteristics can contribute to the development of sustainably innovative ideas, concepts, visions and initiatives in the industry.
According to Bossink the eco-innovative leader can choose from a wide range of behaviors, styles and activities. What does a leader (may) need?-A certain degree of charisma to energize people toward ambitions
-To know how to apply management tools to plan and control the changes of the firm
-A strategic vision and knows the firms direction and which stakeholders to serve.
-A feel for people and know how to work with and among them
-To invest in vreating and improving the firms contribution to society
> These aspects can play a crucial role in firms and can contribute to the co-ideation processes in business. the leader develops the ideas and concepts that can grow into the sustainable products and services of the near future. He interacts/cooperates with stakeholders.
Latest added flashcards
The outside in and inside out complement each other.
2 Pattern: everyone's catch drops
3 Systemic structure: regeneration times
4 Mental models: extrapolationist, titanic, invisible hand, greed
-Civil society - social demands, NGO's
-Disruptive technologies: IT etc.
-Global problems: poverty, climate change etc.
-It has to slowly develop over time (Hart, Senge)
-People don't know how, you've to get people engaged and tragedy of the commons (Senge)
-The time isn't right (Sine)
(The RBV combines internal (org. capabilities) and external (environmental circumstances) perspectives to explain competitive advantage.
-Who is exerting them (which constituents)
-What these pressures are (content)
-How and by what means they are exerted (control: legal/voluntary)
-Where they occur (context, f.e. environmental uncertainty)