99,981 research outputs found

    Green BPM as a business-oriented discipline : a systematic mapping study and research agenda

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    Green Business Process Management (BPM) focuses on the ecological impact of business processes. This article provides a systematic mapping study of Green BPM literature to evaluate five attributes of the Green BPM research area: (1) scope, (2) disciplines, (3) accountability, (4) researchers and (5) quality control. The results allow developing a research agenda to enhance Green BPM as an approach for environmentally sustainable organizations. We rely on a dichotomy of knowledge production to present research directives relevant for both academics and practitioners in order to help close a rigor-relevance gap. The involvement of both communities is crucial for Green BPM to advance as an applied, business-oriented discipline

    Standardization Framework for Sustainability from Circular Economy 4.0

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    The circular economy (CE) is widely known as a way to implement and achieve sustainability, mainly due to its contribution towards the separation of biological and technical nutrients under cyclic industrial metabolism. The incorporation of the principles of the CE in the links of the value chain of the various sectors of the economy strives to ensure circularity, safety, and efficiency. The framework proposed is aligned with the goals of the 2030 Agenda for Sustainable Development regarding the orientation towards the mitigation and regeneration of the metabolic rift by considering a double perspective. Firstly, it strives to conceptualize the CE as a paradigm of sustainability. Its principles are established, and its techniques and tools are organized into two frameworks oriented towards causes (cradle to cradle) and effects (life cycle assessment), and these are structured under the three pillars of sustainability, for their projection within the proposed framework. Secondly, a framework is established to facilitate the implementation of the CE with the use of standards, which constitute the requirements, tools, and indicators to control each life cycle phase, and of key enabling technologies (KETs) that add circular value 4.0 to the socio-ecological transition

    Enhancing Brand Equity Through Sustainability: Waste Recycling

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    Unlike many existing research studies that explain reverse marketing from a purchasing perspective, this study recognizes it as an honest effort made by managers aiming to promote sustainability by purposefully managing waste and discusses the spillover effect of their initiatives on brand equity. It argues that efficient recycling of products through reverse marketing by a brand demonstrates its sincere intent to adopt sustainable business practices and enhances its equity in the marketplace. A business-to-business viewpoint has been used to combine knowledge about waste recycling and management through reverse marketing based on the unpretentious operations and management practices. The propositions reflect on the criticality of engaging business customer firms in a procedural mechanism of recycling for increase in brand equity as the success of reverse marketing. A comprehensive adoption of an initiative like waste management through reverse marketing by a brand highlights how sustainability initiatives can create value for the customers of the brand and ultimately drive brand equity

    Carving out new business models in a small company through contextual ambidexterity: the case of a sustainable company

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    Business model innovation (BMI) and organizational ambidexterity have been pointed out as mechanisms for companies achieving sustainability. However, especially considering small and medium enterprises (SMEs), there is a lack of studies demonstrating how to combine these mechanisms. Tackling such a gap, this study seeks to understand how SMEs can ambidextrously manage BMI. Our aim is to provide a practical artifact, accessible to SMEs, to operationalize BMI through organizational ambidexterity. To this end, we conducted our study under the design science research to, first, build an artifact for operationalizing contextual ambidexterity for business model innovation. Then, we used an in-depth case study with a vegan fashion small e-commerce to evaluate the practical outcomes of the artifact. Our findings show that the company improves its business model while, at the same time, designs a new business model and monetizes it. Thus, our approach was able to take the first steps in the direction of operationalizing contextual ambidexterity for business model innovation in small and medium enterprises, democratizing the concept. We contribute to theory by connecting different literature strands and to practice by creating an artifact to assist managemen

    Changing Times at Cuban Universities: Looking into the Transition towards a Social, Entrepreneurial and Innovative Organization

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    Since the 1990s, the socialist higher education system has faced several reforms oriented to satisfy the social, economic, and technological demands. However, little is known about the transformation process of the socialist university system over the past two decades. This study provides a better understanding of the entrepreneurial and innovative transition of universities located in socialist economies. By adopting mixed theoretical approaches, we proposed a conceptual model to understand the social, the innovative and the entrepreneurial transformation of socialist universities. We revised/tested this model in the context of the Cuban University by implementing a prospective case study approach. Our findings show insights about the transition towards a business model innovation within the Cuban university. The determinants have been the state regulations, the closing of the complete cycle from teaching to the commercialization of results and the creation of hybrid structures to manage knowledge. Consequently, the university is facing managerial challenges related to its ability to explore/exploit its activities to generate social, innovative and economic outcomes. Our results provide practical implications for the university managers and actors involved in the transformation process of the Cuban Universit

    Contextual impacts on industrial processes brought by the digital transformation of manufacturing: a systematic review

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    The digital transformation of manufacturing (a phenomenon also known as "Industry 4.0" or "Smart Manufacturing") is finding a growing interest both at practitioner and academic levels, but is still in its infancy and needs deeper investigation. Even though current and potential advantages of digital manufacturing are remarkable, in terms of improved efficiency, sustainability, customization, and flexibility, only a limited number of companies has already developed ad hoc strategies necessary to achieve a superior performance. Through a systematic review, this study aims at assessing the current state of the art of the academic literature regarding the paradigm shift occurring in the manufacturing settings, in order to provide definitions as well as point out recurring patterns and gaps to be addressed by future research. For the literature search, the most representative keywords, strict criteria, and classification schemes based on authoritative reference studies were used. The final sample of 156 primary publications was analyzed through a systematic coding process to identify theoretical and methodological approaches, together with other significant elements. This analysis allowed a mapping of the literature based on clusters of critical themes to synthesize the developments of different research streams and provide the most representative picture of its current state. Research areas, insights, and gaps resulting from this analysis contributed to create a schematic research agenda, which clearly indicates the space for future evolutions of the state of knowledge in this field

    Business Models for Sustainable Finance: The Case Study of Social Impact Bonds

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    Business models for sustainability (BMfS) are relevant topics on research agendas, given their orientation toward sustainability issues. However, traditional versions of these models are often ill-equipped at solving complex social problems. Cross-sector partnerships for sustainability (CSPfS) have been recognized as a new paradigm that mitigates the failure of traditional models. Impact investing, and social impact bonds (SIBs) in particular, represent an interesting field of research in innovative business models for sustainable finance, even though the literature does not consider SIBs within this broader field. We propose an exploratory study based on qualitative methods aimed at conceptualizing SIBs within the framework of BMfS and understanding how SIB collaboration varies across social sectors and geographical areas. Our study identifies three different models of SIBs characterized by the different degrees of collaboration between actors: (i) SIB as a fully collaborative partnership; (ii) SIB as a low-collaborative partnership; and (iii) SIB as a partially collaborative partnership. Our findings are useful to policy makers and practitioners involved in the SIB design, suggesting that a fully collaborative SIB model may stand a better chance of achieving the expected social impacts

    Experiments in climate governance – lessons from a systematic review of case studies in transition research

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    Experimentation has been proposed as one of the ways in which public policy can drive sustainability transitions, notably by creating or delimiting space for experimenting with innovative solutions to sustainability challenges. In this paper we report on a systematic review of articles published between 2009 and 2015 that have addressed experiments aiming either at understanding decarbonisation transitions or enhancing climate resilience. Using the case survey method, we find few empirical descriptions of real-world experiments in climate and energy contexts in the scholarly literature, being observed in only 25 articles containing 29 experiments. We discuss the objectives, outputs and outcomes of these experiments noting that explicit experimenting with climate policies could be identified only in 12 cases. Based on the results we suggest a definition of climate policy experiments and a typology of experiments for sustainability transitions that can be used to better understand the role of and learn more effectively from experiments in sustainability transitions

    The HRM Cockpit: an instrument for developing and evaluating sustainable HRM in an organization

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    These days, a new approach is emerging in the field of Human Resource Management (HRM). Where strategic HRM has been the main approach for the last decades, nowadays more and more scholars are connecting sustainability to HRM (Ehnert, 2009, 2014, Kramar, 2014). There are many different conceptualizations for sustainable HRM, but most scholars agree on defining it as an extension of strategic HRM (Ehnert, 2009; Kramar, 2014). Thereby they agree that sustainable HRM has a broader focus on the organization’s performances than only accounting for the financial success of the organization. In fact sustainable HRM incorporates the triple bottom line, namely people, planet and profit (Elkington, 1997) and tries to balance these three different aspects. Even though literature (Ehnert, 2009, De Prins et al., 2014) provides different models about sustainable HRM, we face a lack of practical tools to explore and exploit sustainable HRM in an organization. To develop a practical tool for monitoring sustainable HRM in an organization, an extended literature review was conducted, complemented with qualitative data (i.e. explorative interviews with practitioners, trade unions and a test panel) to define the field of sustainable HRM. The development of the tool started with a literature review in several different domains such as strategic HRM, sustainable HRM, HR scorecards and strategy mapping. The tool is based upon the idea of scorecards and measuring progress in realizing an HRM strategy. Deriving from the literature review, two concepts were used as basic principles during the development of the tool. First, the idea of the HR value chain where an input, throughput and output model is presented as a strategic approach to sustainable HRM (den Hartog, Boselie & Paauwe 2004; Vanderstraeten, 2014). Secondly, to increase the applicability of the model, strategic mapping, starting with Kaplan & Norton (2004) and further developed in the field of HRM by Becker (2001) and Huselid (2005), is used as a guideline for implementing sustainable HRM. After the literature review, a first draft of the tool was developed. We used the Delphi methodology to gain consensus among practitioners about the components and definitions that were used in the first draft of the tool (Linstone & Turoff, 1975). HR managers of twelve organizations participated in this part of the development. This resulted in a tool with 12 different components. The resulting tool can be used to guide social profit and public organizations in the development of a sustainable HRM or to support the evaluation of their current sustainable HRM. For each of the different components (12) in the tool, validated questionnaires and measures are available so that organizations can collect data and measure their progress towards a sustainable HRM. Six experts in HRM were consulted to allocate the measures to the components. To further test the practical usefulness and correctness of the tool seven organizations were willing to test it more in detail and even started implementing it. Because of the importance of sustainability in organizations and the support that a sustainable HRM can provide in transitioning towards such an organization it is important to encourage more organizations towards sustainable HR. The developed tool provides organizations can guide them towards sustainable HRM. In addition more organizations can make the shift towards a sustainable organization based on a scientifically validated and evidence based HRM practice. Future research should reexamine the implementations that were made, their effectiveness and extend the implementation of the tool to different organizations
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