ISO 26000 in Corporate Sustainability Practices: A Case Study of the Forest and Energy Companies in Bioeconomy

Peer reviewe

Key success factors in implementation of process-based management: a UK housing association experience

This paper explores the implementation of a process-based management system within a service organisation that has recently achieved certification of its quality management system to the ISO 9001:2000 requirements. Many academics and business people alike consider process-based management as a fundamental requirement of certification to ISO 9001:2000 quality management systems. Hence, this paper discusses the definition of a process-based management system and also considers, through a literature review, theories relating to the topic. Consequently, a theoretical model is proposed that outlines the factors affecting successful implementation of a process-based management system. The paper demonstrates that the theoretical model has been assessed within a UK housing association enterprise case study organisation. The case study organisation presented in this paper, shows the potential barriers of implementation of a process-based management system

Strategic mapping of eco-innovations and human factors: Business projects’ success revisited

The ongoing discussion on the firm’s competitiveness requires to focus on environmental improvements. Thus, the development of eco-innovation projects has been recognized as an essential response of the firms to the pressure to diminish the impact on nature and society. The study aims to develop an approach to evaluate human-related factors affecting success of eco-innovation projects. The application of a multi-criteria decision-making and in particular the decision-making trial and evaluation laboratory (DEMATEL) method lets to disclose the main human-related factors. Meanwhile, an interval type 2 fuzzy DEMATEL revealed the cause and effect relations among the human-related factors. The results demonstrate that trust is the most important phenomenon among the human-related factors linked to the success of eco-innovation projects. On the other hand, the importance of leadership is relatively weak. Thus, the results suggest that eco-innovations increase the complexity of decisions and the traditional approaches to project management appear to be irrelevant. Moreover, the study revealed that communication and trust affect other human-related factors. These results are in particular relevant for managers responsible for eco-innovation projects. Moreover, the policymakers responsible for eco-innovation programs should focus on these aspects in developing training programs