Responsabilit socitale et dveloppement durable

English (United Kingdom)

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Vigie-PME s’intéresse à la recherche sur la durabilité et la responsabilité sociétale des entreprises dans les contextes de l’entrepreneuriat et des PME. Son système de veille repère, en continu, la production scientifique sur ces thèmes dans les revues spécialisées.

 

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Institutional complexity and the meaning of loose coupling: Connecting institutional sayings and (not) doings

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An understanding of decoupling in complex institutional fields remains elusive. In such fields, a multiplicity of logics engenders many possible institutional intentions as well as the likelihood of the co-occurrence of decoupled and coupled practices. In this study, I adopt Weick’s dialectical view of loose coupling and integrate it with theory on institutional logics and vocabularies of motive to posit that the meaning of the decoupling (and coupling) of practices when a formal program is adopted in a complex institutional field can be found in the connection(s) that the (de)couplings have with the various available institutional intentions for such adoptions. I used the fuzzy-set approach to comparative case analysis to explore this issue among 28 business facilities that adopted an environmental management system. I found very different systematic connections between the coupling and decoupling of expected environmental management system program practices and the multiple institutional intentions given for the environmental management system adoptions. Moreover, these connections showed that the decoupling of certain practices were pivotal to understanding the meaning of the program adoptions.


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Laying a smoke screen: Ambiguity and neutralization as strategic responses to intra-institutional complexity

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Our research contributes to knowledge on strategic organizational responses by addressing a specific type of institutional complexity that has, to date, been rather neglected in scholarly inquiry: conflicting institutional demands that arise within the same institutional order. We suggest referring to such type of complexity as "intra-institutional"—as opposed to "inter-institutional." Empirically, we examine the consecutive spread of two management concepts—shareholder value and corporate social responsibility—among Austrian listed corporations around the turn of the millennium. Our work presents evidence that in institutionally complex situations, the concepts used by organizations to respond to competing demands and belief systems are interlinked and coupled through multiwave diffusion. We point to the open, chameleon-like character of some concepts that makes them particularly attractive for discursive adoption in such situations and conclude that organizations regularly respond to institutional complexity by resorting to discursive neutralization techniques and strategically producing ambiguity.


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The Roles of Sustainability Orientation and Market Knowledge Competence in New Product Development Success

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Firms’ sustainability orientation (SO) is widely understood as a strategic resource, which can lead to competitive advantage and superior (financial) performance. While recent empirical evidence suggests a moderate and positive relationship between SO and financial performance on a corporate level, little is understood about the influence of SO on new product development (NPD) success. Building on the natural-resource-based view (NRBV) of the firm, we hypothesize that firms’ SO positively influences NPD success, because of efficiency gains and differentiation advantages. However, scholars have also argued that the win–win paradigm postulated by NRBV might not always hold because NPD managers might find it difficult to balance sustainability objectives with the needs of their customer and the competitive dynamics in their markets. It is, therefore, proposed that market knowledge competence (MKC) is an important capability, which helps firms to balance social and ecological objectives with economic goals such as profitability and market share. Using data from 343 international firms from 24 countries that was collected by the Product Development and Management Association, structural equation modeling results suggest that (1) SO positively influences NPD and that (2) this relationship is partially mediated by firms’ market knowledge capabilities. The findings suggest that strategic-level SO and MKC are complementary in that they help in balancing trade-offs between sustainaility objectives and profitability goals. In this way, the study contributes to a better understanding of how critical NPD practices can help managers to translate firms’ SO into NPD success. The article concludes by highlighting implications for product innovation managers.

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Sustainability, Social Media Driven Open Innovation, and New Product Development Performance*

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Sustainability and social media use in open innovation play important roles in a firm's new product development (NPD) process. This research examines, in conjunction, the roles of sustainability and social media driven inbound open innovation (SMOI) for a firm's NPD performance, and further, takes a more refined approach by differentiating between different types of SMOI activities. To this end, this research develops and tests a conceptual framework, which predicts that (1) a firm's sustainability orientation (SO) is positively associated with its NPD performance, (2) customer focus (CF) partially mediates the SO–NPD performance link, and (3) particular SMOI activities moderate the CF–NPD performance link. The empirical results, using data from the Product Development and Management Association (PDMA)'s comparative performance assessment study, provide support for most of the framework. Notably, this research documents a positive link between SO and NPD performance, as well as a partial mediating role of CF. The results further suggest that social media driven open innovation activities focused on gathering market insights enhance CF directly, while social media driven open innovation activities that garner technical expertise enhance the link between CF and NPD performance. This paper bridges the separate literatures on sustainability and open innovation, and contributes to the NPD research. The findings suggest that managers should take a strategic approach to sustainability and embed it in the NPD process. Furthermore, managers should manage social media based open innovation carefully to fully benefit the firm during the front end and back end of NPD.

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