Sarkis Facilitating Sustainable Innovation through Collaboration

A Multi-Stakeholder Perspective
1. Auflage 2010
ISBN: 978-90-481-3159-4
Verlag: Springer-Verlag
Format: PDF
Kopierschutz: Adobe DRM (»Systemvoraussetzungen)

E-Book, Englisch, 272 Seiten

Facilitating Sustainable Innovation through Collaboration, takes an unusually international perspective of sustainable innovation with contributions from Australia, Europe, and North America. Prominent policy makers, scientific researchers and practitioners in this field provide various inputs and analyses relating to the development of sustainable innovations. It is expected that policy makers, organizations, individual researchers, students and even communities can further develop and implement concepts and practices by drawing on the variety of projects and theoretical foundations presented in this volume.

Autoren/Hrsg.

Sarkis, Joseph

Inhaltsverzeichnis

1;Contents;5
2;Contributors;7
3;List of Figures;10
4;List of Tables;12
5;List of Boxes;14
6;1 Facilitating Sustainable Innovation through Collaboration;15
6.1;1.1 Defining Sustainability, Defining Innovation;15
6.2;1.2 Innovation for Sustainable Enterprise;17
6.3;1.3 Introduction to the Content of the Book;19
6.4;1.4 Concluding Overview and Suggestions for Future Research Directions;26
6.5;References;29
7;2 Sustainability Considerations and Triple-Helix Collaboration in Regional Innovation Systems;31
7.1;2.1 Introduction;31
7.1.1;2.1.1 The Four Case Studies;32
7.1.2;2.1.2 Background;33
7.2;2.2 Theoretical Foundation;33
7.2.1;2.2.1 The Basic Principle for Investments;34
7.2.2;2.2.2 Analogies and Metaphors as Tools to Conceptualize New Aspects;37
7.2.3;2.2.3 The Entrepreneur as a ''Driver'';37
7.3;2.3 Case Studies;38
7.3.1;2.3.1 The Øresund Science Region;38
7.3.2;2.3.2 Leadership Training as a Driver in Sustainable Business Development;40
7.3.3;2.3.3 Mobility of Experts for Promotion of Regional Development;42
7.3.4;2.3.4 Hard-Wood Business Development as a Driver for Sustainable Forestry;42
7.4;2.4 Summary of Case Study Results;43
7.5;2.5 Discussion;44
7.5.1;2.5.1 Investments in Renewal Oriented Abilities;46
7.5.2;2.5.2 Sustainable Innovation as a Core Business Priority;47
7.5.3;2.5.3 Freedom of Action;47
7.5.4;2.5.4 Triple Helix;48
7.5.5;2.5.5 Collaboration;49
7.6;2.6 Concluding Remarks;51
7.7;References;51
8;3 Partnerships and Sustainable Regional Innovation Systems: Special Roles for Universities?;54
8.1;3.1 Introduction;54
8.2;3.2 Systems of Innovation;57
8.2.1;3.2.1 Regional Innovation Systems;58
8.2.2;3.2.2 Regional Partnerships as Systems of Innovation;59
8.3;3.3 Two Cases of Partnerships;60
8.3.1;3.3.1 Green Network;61
8.3.2;3.3.2 Sustainable Business Forum North Denmark;63
8.4;3.4 Discussion;65
8.5;3.5 Conclusions;67
8.6;References;68
9;4 Obstacles to and Facilitators of the Implementation of Small Urban Wind Turbines in the Netherlands;72
9.1;4.1 Introduction;72
9.2;4.2 Analytical Framework;73
9.2.1;4.2.1 The Functions of Innovation Systems Approach (FIS);73
9.2.1.1;4.2.1.1 Function 1: Entrepreneurial Activities;74
9.2.1.2;4.2.1.2 Function 2: Knowledge Development;74
9.2.1.3;4.2.1.3 Function 3: Knowledge Diffusion;74
9.2.1.4;4.2.1.4 Function 4: Guidance of the Search;75
9.2.1.5;4.2.1.5 Function 5: Market Formation;75
9.2.1.6;4.2.1.6 Function 6: Mobilisation of Resources;75
9.2.1.7;4.2.1.7 Function 7: Support from Advocacy Coalitions;76
9.2.1.8;4.2.1.8 Virtuous and Vicious Cycles;76
9.2.1.9;4.2.1.9 Relative Importance of Functions;76
9.2.2;4.2.2 The Socio-Technical Systems Approach;76
9.2.3;4.2.3 Strategic Niche Management (SNM);77
9.3;4.3 Small Urban Wind Turbines (UWTs) in the Netherlands;78
9.3.1;4.3.1 Functions of Innovation Systems;79
9.3.1.1;4.3.1.1 Function 1: Entrepreneurial Activities;79
9.3.1.2;4.3.1.2 Function 2: Knowledge Development;79
9.3.1.3;4.3.1.3 Function 3: Knowledge Diffusion;81
9.3.1.4;4.3.1.4 Function 4: Guidance of the Search;82
9.3.1.5;4.3.1.5 Function 5: Market Formation;82
9.3.1.6;4.3.1.6 Function 6: Mobilisation of Resources;84
9.3.1.7;4.3.1.7 Function 7: Support from Advocacy Coalitions;84
9.3.2;4.3.2 Socio-technical Systems: Landscape Regime -- Niche;85
9.3.2.1;4.3.2.1 Fit Within the Landscape Regime (Including Technical Regime Aspects);85
9.3.2.2;4.3.2.2 Technical Characteristics;86
9.3.2.3;4.3.2.3 Network Aspects -- Network Structure, Alignment, Expectations and Macro Actors;86
9.4;4.4 Conclusion and Discussion;86
9.4.1;4.4.1 Obstacles and Facilitators;87
9.4.2;4.4.2 Virtuous and Vicious Cycles;87
9.4.3;4.4.3 Implications for Collaboration;88
9.4.4;4.4.4 Implications for Policy-Making;88
9.5;References;88
10;5 Regional Sustainability, Innovation and Welfare Through an Adaptive Process Model;90
10.1;5.1 Introduction;90
10.2;5.2 Conceptual Review;92
10.3;5.3 Methodology;96
10.3.1;5.3.1 Transforming the 'Matrix of Good Practice Elements in RTD' into a Working Model;97
10.3.2;5.3.2 Developing, Implementing the Adaptive Model Process;97
10.3.2.1;5.3.2.1 Developing the Adaptive Model;98
10.3.2.2;5.3.2.2 Developing the Regional Actions Plans;99
10.4;5.4 Results: Adaptive Model, Action Plans, and Improved Collaborative Processes;99
10.4.1;5.4.1 Adaptive Model;100
10.4.2;5.4.2 Regional Action Plans;101
10.5;5.5 Discussion, Conclusions, and Implications for Policy and Practice;103
10.5.1;5.5.1 Exploring Added-Value of the Adaptive Model Approach;103
10.5.1.1;5.5.1.1 Stimulates Regions to Assume Ownership of Improvement Process;104
10.5.1.2;5.5.1.2 Facilitates Discourse in Searching for Best-fit Between Multi-actor Setting and Ambitions;104
10.5.1.3;5.5.1.3 Initiates Continuous Interactive Learning and Developing Adaptable Modes of Embeddedness;105
10.5.1.4;5.5.1.4 Encourages Pro-active Governance;106
10.5.2;5.5.2 Conclusions and Implications for Policy and Practice;107
10.6;References;108
11;6 FOCISS for an Effective Sustainable Innovation Strategy;110
11.1;6.1 Introduction;110
11.1.1;6.1.1 Sustainability and Small Enterprises;110
11.1.2;6.1.2 The System Character of Sustainability;112
11.1.3;6.1.3 Developing a Practical Tool;113
11.2;6.2 FOCISS, the Principle Aspects;114
11.2.1;6.2.1 A Practice Based Approach;114
11.2.2;6.2.2 Basic Principles;114
11.2.3;6.2.3 Creating Commitment and Collaboration;116
11.3;6.3 FOCISS, the Practical Aspects;116
11.3.1;6.3.1 The Set-Up;116
11.3.2;6.3.2 Interviews and the FOCISS Matrix;118
11.3.3;6.3.3 Rating Method;119
11.3.4;6.3.4 Structured Discussion and Selection;120
11.4;6.4 An Evaluation of FOCISS Effectiveness;120
11.4.1;6.4.1 Benchmarking;120
11.4.2;6.4.2 Better Selection;121
11.4.3;6.4.3 More Fundamental Innovations;122
11.4.4;6.4.4 Reducing Obstacles for Implementation;123
11.4.5;6.4.5 Improving Communication, Commitment and Collaboration;124
11.5;6.5 Conclusions and Recommendations;125
11.5.1;6.5.1 General;125
11.5.2;6.5.2 Business Management;125
11.5.3;6.5.3 Policy;126
11.5.4;6.5.4 Research;126
11.6;References;127
12;7 The Emergence of Sustainable Innovations: Key Factors and Regional Support Structures;128
12.1;7.1 Introduction;128
12.2;7.2 Sustainable Innovations and Firms Needs;130
12.3;7.3 Functions of Regional Innovations Systems and Support Structures;133
12.4;7.4 Analysis of Sustainable Innovations;133
12.4.1;7.4.1 What Are the Suppport Needs of Firms in Sustainable Innovation Processes?;137
12.4.2;7.4.2 How Do These Needs Differ Across Types of Firms and Innovations, e.g. SMEs vs Large Firms, and More Incremental vs Sustainable (Radical) Innovations?;141
12.4.3;7.4.3 How Effective Are Regional Support Actors in Providing Functions in Sustainable Innovation Processes?;142
12.5;7.5 Discussion and Conclusions;143
12.6;References;145
13;8 Disruption or Sustenance? An Institutional Analysis of the Sustainable Business Network in West Michigan;147
13.1;8.1 Introduction;147
13.2;8.2 Conceptual Crossroads: The Intersection of Innovation, Sustainability, and Regional Development;148
13.2.1;8.2.1 Understanding Innovation;149
13.2.2;8.2.2 Muddling Toward Sustainability;151
13.2.3;8.2.3 Scaling Up Through Networks;152
13.3;8.3 Understanding the Role of Institutions in Fostering Innovation for Sustainability;153
13.4;8.4 A Brief Institutional Analysis of the West Michigan Region (Michigan, USA);156
13.4.1;8.4.1 Methodology;156
13.4.2;8.4.2 Exogenous Variables;158
13.4.2.1;8.4.2.1 Biophysical and Material Conditions;158
13.4.2.2;8.4.2.2 Attributes of Community;159
13.4.2.3;8.4.2.3 Rules;159
13.4.3;8.4.3 Action Arena/Interactions;160
13.4.4;8.4.4 Outcomes;163
13.4.5;8.4.5 Evaluation;164
13.5;8.5 Conclusions/Areas for Further Research;165
13.6;References;166
14;9 Regional Perspectives on Capacity Building for Ecodesign Insights from Wales;170
14.1;9.1 Introduction and Context;170
14.2;9.2 Ecodesign Practice;171
14.2.1;9.2.1 Ecodesign and Sustainable Regional Development;172
14.3;9.3 Theoretical Framework;174
14.3.1;9.3.1 Systems Failure;174
14.3.2;9.3.2 System Failure and Ecodesign in SMEs;176
14.4;9.4 Methodology;179
14.4.1;9.4.1 Initiative Process Model;179
14.5;9.5 Preliminary Results;181
14.5.1;9.5.1 Presentation of the Cases;183
14.6;9.6 Box 9.1 Case Study Company A;181
14.6.1;9.5.1 Company A (Micro-SME) ;184
14.6.2;9.5.1 Company A and the Environment ;184
14.6.3;9.5.1 Initial Outcomes ;184
14.7;9.6 Box 9.2 Case Study Company B;181
14.7.1;9.5.1 Company B (Mid-Range SME) ;184
14.7.2;9.5.1 Company B and the Environment ;185
14.7.3;9.5.1 Initial Outcomes ;185
14.8;9.6 Box 9.3 Case Study Company C;181
14.8.1;9.5.1 Company C (Mid-Range SME) ;185
14.8.2;9.5.1 Company C and the Environment ;185
14.8.3;9.5.1 Initial Outcomes ;186
14.9;9.6 Box 9.4 Case Study Company D;181
14.9.1;9.5.1 Company D (Upper-Range SME) ;186
14.9.2;9.5.1 Company D and the Environment ;186
14.9.3;9.5.1 Initial Outcomes ;187
14.9.4;9.5.2 Initial Analysis;187
14.9.4.1;9.5.2.1 Capacity;188
14.9.4.2;9.5.2.2 Endogenous Change and Adaptation;188
14.9.4.3;9.5.2.3 Performance;189
14.9.4.4;9.5.2.4 Interaction;190
14.10;9.6 Discussion and Conclusions;190
14.11;References;192
15;10 Fostering Responsible Tourism Business Practices Through Collaborative Capacity-Building;195
15.1;10.1 Introduction;195
15.2;10.2 Background;198
15.3;10.3 The Projects;199
15.3.1;10.3.1 Caravan & Camping Industry Association Gumnut Awards;200
15.3.2;10.3.2 The Sea Change for Sustainable Tourism Program;201
15.4;10.4 Evaluation of the Programs;201
15.5;10.5 Successes, Limitations and Barriers in Each Project;203
15.5.1;10.5.1 The CCIA Gumnut Awards;203
15.5.2;10.5.2 Sea Change for Sustainable Tourism;205
15.6;10.6 Reviewing Processes, Constructing Partnerships and Improving Theory and Practice;207
15.7;10.7 Conclusion;210
15.8;References;211
16;11 Backcasting Using Principles for ImplementingCradle-to-Cradle;212
16.1;11.1 Introduction;212
16.2;11.2 Cradle-to-Cradle;213
16.3;11.3 Current Status of Cradle-to-Cradle Implementation in the Netherlands;215
16.4;11.4 The Framework for Strategic Sustainable Development;216
16.4.1;11.4.1 Success;218
16.4.2;11.4.2 Strategy: Backcasting and Strategic Guidelines;218
16.4.3;11.4.3 Actions and Tools;219
16.5;11.5 Supporting Cradle-to-Cradle with the Framework for Strategic Sustainable Development;219
16.6;11.6 Principles for Cradle-to-Cradle and FSSD;220
16.7;11.7 Backcasting Using the Cradle-to-Cradle Concept;221
16.8;11.8 Synergetic Nature of Cradle-to-Cradle and the FSSD;223
16.9;References;224
17;12 Corporate Strategies for Sustainable Innovations;226
17.1;12.1 Introduction;227
17.2;12.2 Theoretical Background;227
17.3;12.3 Research Method;229
17.4;12.4 Comparative Findings;231
17.5;12.5 Organisational Factors;231
17.6;12.6 Cultural Factors;233
17.7;12.7 External Factors;234
17.8;12.8 Discussion;235
17.9;12.9 Recommendations and Conclusion;237
17.10;References;239
18;13 Strategic Alliances for Environmental Protection;242
18.1;13.1 Introduction;242
18.2;13.2 Understanding Strategic Alliance Formation;243
18.2.1;13.2.1 Resource-Based Explanations;244
18.2.2;13.2.2 Institutional Explanations;245
18.3;13.3 Dynamic Stategic Alliance Orientation;246
18.4;13.4 Relationship Between Strategic Alliances and Firms Adoption of Environmental Strategies;247
18.4.1;13.4.1 Types of Environmental Strategy;248
18.4.2;13.4.2 Strategic Alliances and Environmental Strategy;250
18.4.2.1;13.4.2.1 Proposition 1: Competency-Oriented Alliances Tend to Associate with More Proactive Environmental Strategies ;251
18.4.2.2;13.4.2.2 Proposition 2: Legitimacy-Oriented Alliances Tend to Associate with Less Proactive Environmental Strategies ;252
18.5;13.5 Conclusion;252
18.6;References;253
19;14 Towards Sustainability Through Collaboration Between Industrial Sectors and Government: The Mexican Case;256
19.1;14.1 Introduction;256
19.2;14.2 Literature Review;258
19.3;14.3 Environmental Management and Voluntary Approach in Mexico;260
19.4;14.4 Explorative Survey of Attitudes Towards the Application of Negotiated Agreements in Mexico;262
19.5;14.5 Results and Discussion of Data;264
19.5.1;14.5.1 Evaluating Mexican Environmental Policy and Options for Improvement;264
19.5.1.1;14.5.1.1 Better Instrumentation;265
19.5.1.2;14.5.1.2 Improving Implementation;265
19.5.2;14.5.2 Expectations to Be Met by Negotiated Agreements Ambition of Negotiated Agreements;266
19.5.2.1;14.5.2.1 Efficiency of Negotiated Agreements;267
19.5.2.2;14.5.2.2 Positive Side-Effects of Negotiated Agreements;268
19.5.3;14.5.3 Feasibility of Negotiated Agreements in Mexico;269
19.6;14.6 Summary and Conclusions;270
19.7;References;271
20;Index;274

Leseproben

"Chapter 3 Partnerships and Sustainable Regional Innovation Systems: Special Roles for Universities? (p. 41-42)

Martin Lehmann, Per Christensen, and Björn Johnson

Abstract The notion of Public–Private Partnerships (P3) is ambiguous. To date, however, there has been little emphasis on universities in this connection, and their roles (if any) are still somewhat unclear. The question we ask, therefore, is: What is or could be the role of universities in P3s? In this chapter, the first part is dedicated to the discussion and clarification of the concept of public–private partnerships. The role of universities if and when actively participating in ‘life outside the ivory tower’ is addressed. These partnerships are also discussed in a regional context.

With the point of departure in innovation theory, we combine ‘sustainable development’ with the Regional System of Innovation approach to propose a new concept – Sustainable Regional Innovation System – in which regional initiatives such as Public–Private– (Academic) Partnerships play an integrated role, not least in the context of ‘learning and innovation for sustainable development’.

Two cases are presented to underline the importance of what is signified as Public–Private–Academic Partnerships (PPAP); i.e., partnerships, where universities are given – or take on themselves – a specific role. In such partnerships, we argue, mediation is a major function of universities, including both the provision of new knowledge and the conciliation of opposing views, and universities thus act as catalytic and institutionalizing entities.

3.1 Introduction

Partnerships emerge through mutual trust and commitment and as a result of social relationships and power relations. In terms of sustainable development, partnerships,  especially Public–Private Partnerships (P3), should be one of the new pivotal mechanisms of greening. The notion underpins the shift in regulatory regimes that, through political and ecological modernization, has been going on for more than a decade.

The World Summit on Sustainable Development (WSSD) in Johannesburg in 2002 actively promoted the establishment of such partnerships, which, on the one side, should revolve around sustainable development as a goal, and on the other, the voluntary collaboration between communities, governments, businesses and NGOs to achieve this goal.

The diversity and range of scholarship in the field is considerable and includes, for example, studies on partnerships in the US prison system (Schneider, 1999), global partnerships in health and for health development (e.g., Bazzoli et al., 1997; Buse & Walt, 2000), partnerships for urban governance (e.g., Pierre, 1998), partnerships for environmental management (e.g., Glasbergen, 1998, 1999; Manring, 2007), and partnerships for sustainable development (e.g., von Malmborg, 2003; Roome, 2001)."