Strategic Management of Sustainable Innovation in Brazilian Manufacturing Companies
- 412 Downloads
Conditioning factors of globalization create new demands and opportunities for the development of an organizational management model that takes into account the principles of sustainability, which presupposes significant investments in innovation. This study aimed to analyze the relationship between strategic management for sustainable innovation and the business model and performance of manufacturing companies. The strategic management of sustainable innovation was analyzed from two dimensions: strategic posture, underpinned on the studies of Schaltegger et al. (Int J Innov Sustain Dev 6:95–119, 2012) and Eiriz et al. (Innov Manag Policy Pract, 15:97–111, 2013); and sustainable innovation practices, evaluated on the basis of Bocken et al. (J Clean Prod 65: 42–56, 2014). The analysis of the business model was based on studies of Boons and Lüdeke-Freund (J Clean Prod 45:9–19, 2013), Kiron et al. (MIT Sloan Manag Rev, 54:69–73, 2013a) and Taran et al. (Decis Sci 46:301–331, 2015). Business performance was evaluated by considering the dimensions proposed by Gunday et al. (Int J Prod Econ 133:662–676, 2011). The study was characterized as quantitative and consisted of a survey with Brazilian manufacturing companies. The results allow to say that strategic management for sustainable innovation is related to the business model and corporate performance, given that positive associations between the dependent and independent variables dimensions were found. Therefore, it was possible to confirm the guiding hypotheses of the study.
KeywordsStrategic management Sustainable innovation Business model Corporate performance
- Beltramello, A., Haie-Fayle, L., & Pilat, D. (2013). Why new business models matter for green growth, OECD Green Growth Papers. Paris: OECD.Google Scholar
- Bessant, J., & Tidd, J. (2009). Innovation and entrepreneurship. Porto Alegre: Bookman.Google Scholar
- Boons, F. A. A. (2009). Creating ecological value. An evolutionary approach to business strategies and the natural environment. Cheltenham: Elgar.Google Scholar
- Daft, R. L., & Marcic, D. (2004). Understanding management. Versailles: Thomson – South-Western.Google Scholar
- Global Reporting Initiative - GRI. (2006). Diretrizes para relatório de sustentabilidade. Available in http://www.globalreporting.org. Acess in 15 outubro de 2010.
- Kiron, D., Kruschwitz, N., Reeves, M., & Goh, E. (2013a). The benefits of sustainability-driven innovation. MIT Sloan Management Review, 54(2), 69–73.Google Scholar
- Kiron, D., Kruschwitz, N., Reeves, M., Haanaes, K., Goh, E. (2013b). The innovation bottom line. MIT Sloan Management Review (Research Report; pp. 1–22). Cambridge: MIT Sloan Management Review and The Boston Consulting Group.Google Scholar
- Neely, A., Adams, C., & Kennerley, M. (2002). The performance prism: The scorecard for measuring and managing business success. London: Prentice Hall.Google Scholar
- Szekely, F., Strebel, H. (2012). Strategic innovation for sustainability. Lausanne: IMD – International Institute for Management Development. Retrieved December 2013, from http://www.imd.org
- Taran, Y. (2011). Rethinking it all: Overcoming obstacles to business model innovation. PhD thesis, Center for Industrial Production, Aalborg University, AalborgGoogle Scholar