Summary Management of Sustainable Innovation

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This is the summary of the book "Management of Sustainable Innovation". The author(s) of the book is/are Bossink, Senge & Articles. This summary is written by students who study efficient with the Study Tool of Study Smart With Chris.

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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.
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En nu komen er een hele hoop...
zeilfoto's!! Jeujjjj
Is sustainability necessary according to Klein?
you can decide yourself, but look around you: financial crisis, poverty, climate change, water shortage, population growth, oil prices, resource scarcity etc. A lot of challenges that we have to solve: clear business opportunities. Sustainability isn't good or bad, it's an opportunity. Focus on margins and growth instead of market size.
The outside in and inside out complement each other.
What is according to Klein the good definition of institution?
Institutions = the routinized structures and behaviors that are taken for granted as 'the way thing are done. It escapes the day to day scrutiny. It is highly resistant to change and decouples from typical measurable performance outcomes. When it is stable it is an obstacle for entrepreneurship. Unstable = window of opportunity. (this can be related to DiMaggio with the institutional processes and with the Iceberg: below the surface you can't see/touch institutions)
Apply the iceberg and tragedy of the commons (Senge):
1 Event: drop in catch (daling vangst)
2 Pattern: everyone's catch drops
3 Systemic structure: regeneration times
4 Mental models: extrapolationist, titanic, invisible hand, greed
What are 4 drivers of sustainability according to Senge?
-Side effects industrialization (waste etc.)
-Civil society - social demands, NGO's
-Disruptive technologies: IT etc.
-Global problems: poverty, climate change etc.
Why is not everybody going green?
-Because of beliefs and institutions (Senge, Porter, DiMaggio)
-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)
Resources must be VRIN (RBV). Hart presents propositions how the natural-resource-based view can facilitate sustained competitive advantage by delineating (begrenzen) the relationships among the 3 strategies and there key resource characteristics. Describe why the 3 strategies are VRIN?
See image 19+19a
What is the key message of Hart?
Management theory has neglected natural constraints. "RBV takes the perspective that VRIN is the key to sustainable competitive advantage"
(The RBV combines internal (org. capabilities) and external (environmental circumstances) perspectives to explain competitive advantage.
On what are organizational responses to institutional pressure toward conformity depend on? (5) (Oliver)
-Why these pressures are being exerted (this is the cause)
-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)
Isomorphism is not necessarily efficient but legitimate, because it is easier for organizations to get access to resources. Which resource?
Easier to transact, attract career-minded staff, be acknowledged as legitimate and reputable and get access to public/private grants and contract