Innovation can be defined as "The use of non-trivial change and improvement in a process, product or the system that is novel to the institution developing the change" (Slaughter1998). And once an innovation is constantly used by an organization on a regular basis, it leads to routinization. Rogers (2003) defines routinization as "when an innovation has become incorporated into the regular activities of the organization and has lost its separate identity." We also know from the prior research that the innovation could be segregated as per its technical attributes (process or product Innovation), types of innovation (incremental or radical innovation) or economic attributes (direct or indirect economic innovation).Through this study we are trying to observe whether public sector organizations routinize sustainable innovations that are used in the initial projects, and can a relationship be established between the selected attributes of those innovations including process-product, direct-indirect, radical-incremental innovation that may explain their routinization. The LEED Checklist was used as the baseline for studying routinization in public sector organizations. A group of four public sector organizations namely: Arizona State University, University of Florida, City of Austin and City of Seattle were selected on the basis of the constraints that were identified in the early stages of the study. Upon selecting these organizations the LEED Checklists were analyzed and the routinized credits were segregated. The LEED Checklist we segregated on the basis of the attributes of the innovation. To confirm the accuracy of the sorting process an Inter-Rater Reliability was established with the help of an expert panel. The results determined from the segregation process were made to overlap on the routinized credits from the LEED Checklist and the data retrieved was used for the final analysis. During the process of establishing the final results for this research, we segregated the general credits from the prerequisites to avoid any skewing of the results considering that both types of credits were based on different concepts. The results show that public sector organizations do routinize sustainable innovations that were used in the initial projects, and incremental innovation diffuses faster than the radical innovation; product innovation diffuses faster than process innovation; and direct economic innovation diffuses faster than the indirect economic innovation. / Master of Science

The purpose of this research is to discover and examine the impact of sustainable innovation on corporate image. This paper aims to check the influence of eco-friendly innovations on the reputation of the business and then how consumers perceive and think about the business and to discover the level of this influence on small and large businesses in Pakistan we collected data from 65 employees of diverse organization through a survey questionnaire, and the results are obtained through different tests performed on SPSS. The research findings showed a strong positive influence of sustainable innovation on corporate image. It will be helpful for the management of organizations, policymakers, academics, and experts to contemplate the connection between sustainable innovation and corporate image.

Background: Talent management and sustainable innovation are two popular topics for research aswell as two common focus areas for companies. Both can be seen as cost drivers or as somethingthat is crucial for the success and survival of the company. Objectives: Investigating potential synergies connected to integrating sustainable development intalent management programs and answering the question how companies present in the Swedishmarket use sustainable innovation in their talent management strategies. Methodology: Semi-structured interviews with employees at both large and medium sizedcompanies. Interviews are recorded, transcribed, and then analyzed with the help of the softwareNVivo. Results: The findings from this study answers to the question of how the most attractive mediumand large firms that operates in Sweden use sustainable innovation in their talent managementstrategies. They both use it as a theme in nano- and e-learnings and as one of the parts that defines atalented employee. Apart from this all interviewees also mention that sustainability is integrated ineverything they do, and therefore also indirectly included in talent management. Conclusions: The findings have theoretical as well as practical implications. The most attractivecompanies have to some extent included sustainable innovation in their work with talentmanagement and competence development. It is also interesting that the interviewees mentionsustainable innovation as an absolute must and that sustainability is integrated in their DNA. The interviewees also see their (talented) employees as a key factor for being able to achievesustainability and a sustainable business. Recommendations for future research: An in-depth study of one of the talent managementprograms at one of the companies that express that they also focus a lot of attention on sustainableinnovation to further investigate integration and/or explicit inclusion of sustainable innovation intalent management programs. Keywords: Talent management, Sustainable innovation

Background: 20% of the world's population is responsible for about 80% of the life-cycle impacts of consumption and the per-capita footprint of developed countries is at least double than that of developing countries. This is why there is an urgent need for companies in industrialized countries to find more sustainable production methods and encourage sustainable consumption. Global sustainability trends drive innovation, which is why it is important to study how companies use, and can use, innovation to be more sustainable. Despite the will to work sustainably innovative, many SMEs today face resource constraints that hinder them from doing so - a problem that in part can be mitigated by open innovation. In Sweden today, however, open innovation is not widely used, especially not amongst SMEs. Purpose: This study aims at mapping how Swedish SMEs currently work with open innovation in order to promote innovative sustainability initiatives, and how they could do it. Methodology: This is a qualitative multiple case study in which seven cases have been studied and compared. The study is based on the hermeneutic philosophical standpoint, with an abductive approach. The empirical data consists of seven semi-structured interviews with representatives from seven different Swedish SMEs, from different industrial sectors. Conclusion: This study concludes that Swedish SMEs mainly work with inbound open innovation in the form of sourcing information from customers and/or suppliers. It is also found that outbound open innovation is used to a lesser extent among the studied SMEs. The study proposes that more cross-sectoral collaboration can be beneficial. Furthermore, it is established that clearer methods for, and more knowledge about, open innovation could increase the use of it, and thus the benefits of it.

While traveling brings economic opportunities while climate change, resource depletion and the rapid growth of tourist numbers threaten the communities and ecology in the destination. Concerns about these threats require the sustainability of tourism in the destination, where local enterprises as the major players are encouraged to lead change by adopting sustainable innovation. As the major players in tourism destinations, the contribution of sustainable innovation activities of NBT enterprises to the sustainable destinations development is greatly underestimated and there are few studies on the sustainable innovation of NBT enterprises employed in existing literatures. Thus, the purpose of this study is to reveal dynamic capabilities and processes of sustainable innovation of NBT enterprises. Based on the triple classification of the dynamic capabilities of Teece-model (2007) and the five key phases of enterprise development and ‘critical junctures’ of Vohora-model (2004), this study proposes a model of NBT sustainable innovation process and determines some important activities in the innovation process. This study provides suggestions on how to balance business growth and investment in sustainable innovation in order to achieve long-term development of the enterprise, and foreshadows possible challenges and important activities. This study also provides guidance for the government and other authorities on how to encourage and support NBT development.

The world is facing a significant depletion of resources. By 2030, our demand will require more than double the resources we are consuming at the moment.  Sustainability is a way of safeguarding that our choices will not negatively impact future generation’s lives due to inadequate resource management. The main problem is that the authorities and the business world do not regard sustainability as a strategic-first business function, rather a collection of disparate solutions. The most crucial question in the discussion about sustainability is how designers, architects, engineers, creators of things, empower the new generations to live in a world of abundance (McDonough & Braungart 2008). It is up to every one of us to build a world that we want to inhabit. Although studies on sustainable innovation practices in large organizations have been located (Bro-Browers, 2010), there is limited academic literature on sustainability in start-ups.  The present thesis aims to show how leadership plays a central role in implementing the sustainability agenda and what traits and styles the CEOs of sustainable start-ups have to possess to drive organizations to success. In this case, success has been defined as the rate of investment attracted by the organization, participation in incubator and accelerator programs, prizes, and all the activities that advance the sustainability agenda.  In order to achieve the research purpose of this study, I conducted a critical literature review of the major leadership theories in the field, coupled with a qualitative research study involving semi-structured interviews administered to ten CEOs of start-ups that develop sustainable services or products. The results were conclusive. CEOs of successful sustainable start-ups displayed the following characteristics: visionary, empowering, tech-savvy, open, acting as coaches and mentors for their organizations, enablers of change, and problem-solvers par excellence. Compared to regular start-ups, the CEOs of sustainable start-ups want to positively impact the world by establishing systems that support the eradication of destructive practices. The business world could use this study’s results as a guide for start-ups and companies that activate in the field of sustainable innovation. Furthermore, it enriches the existing speciality literature since there is little written on leadership in sustainable start-ups.

Background: Swedish textile waste management ecosystem is recognized to be a multi-actor ecosystem as opposed to a single-actor scenario whereas actors tend to perform their activities single-handedly and in a fragmented manner. Participating actors, each play a significant role in handling and treating the textile waste but this fragmented system renders certain drawbacks. The main treatment of textile waste in Sweden is incineration which addresses environmental damages. This in particular is more worrying when textiles are used as a fuel. This highlights the necessity for the actors to perform in a network and expand their collaboration, thus move more efficiently towards development of a sustainable innovation and find an alternative for the current treatment of textile waste. Purpose: This study strives to investigate the challenges and at the same time opportunities of implementation of a collaborative business model for sustainable innovation. This has been achieved through taking benefits of value mapping tool and actor-mapping. The core values of actors have been identified which was continued by identification of their shared and conflicting values. Methodology: Pre-study was conducted in order to design and develop two mappings, “main actors mapping”, “actor’s activity mapping” which helped the authors and the interviewees to gain a better realization of the Swedish Textile Waste Management ecosystem through visualization. The process of data collection occurred through semi-structured interviews with Open-ended questions which resulted to rich detailed responses from the interviewees. Seven organizations as the representative of Swedish textile waste management ecosystem were reached and studied. The outcomes of the interview were analyzed by the aid of value mapping tool and led the authors to formulate the answer to the research question. Interview findings: Interview findings presents the outcome of the collected data in accordance with the purpose of the study and the answer to the proposed research question. Consequently, this chapter provides a description of the Activity classification in TWM eco-system in Sweden as an outcome of the pre-study, continued by expanding on the results of Actors mapping & their activities in TW eco-system and Activity mapping in relation to actors’ interactions, which were achieved by the aid of value mapping tool. This chapter is concluded by providing actors perspectives regarding the formation and the suitability of a collaborative business model for sustainable innovation on the basis of mapped values within textile waste scenario in Sweden. Analysis& Discussion: This study tends to present rich and comprehensive picture in a descriptive manner in regards with participating actors, their activities, collaboration and value-orientations within Swedish textile waste scenario and propose a solution to the identified short-comings of the system by investigating the potentials of a collaborative business model for sustainable innovation. The literature review confirm and support the interview findings and addresses the need for further dialogue and collaboration among actors while highlighting the need from moving from ego-centric business model to multi-actor business model. This chapter is concluded by the response to the research question.

Os desafios do desenvolvimento sustentável apresentam inúmeras oportunidades e ameaças às organizações. Nesta realidade, inovar passa a ser ainda mais imprescindível para a competitividade organizacional, mas não a inovação tradicional, um novo tipo que integre as questões da sustentabilidade - a inovação sustentável. Compreender as competências relacionadas à sua gestão e sua forma de desenvolvimento é fundamental para o sucesso. Apesar dessa importância, verificou-se a inexistência de pesquisas com foco sistêmico considerando a evolução de todas as competências da gestão da inovação bem como o seu relacionamento com a evolução das gestões da inovação e da sustentabilidade. Neste contexto, esta pesquisa descritiva exploratória propõe um modelo de estágios evolutivos em gestão da inovação sustentável e suas características e competências específicas. Para tanto, realizou-se três estudos de caso longitudinal em empresas industriais multinacionais líderes em sustentabilidade e inovação, analisando-se a situação atual e evolução individual dos seus sistemas de gestão da inovação, da sustentabilidade e da inovação sustentável. Como resultado, propõe-se um padrão evolutivo da gestão da inovação sustentável de três estágios - reativo, preventivo e estratégico - com seus respectivos conjuntos de competências de gestão. Enquanto no estágio reativo, o foco da gestão da inovação sustentável reside no atendimento à legislação, no preventivo tem-se a ênfase na prevenção de riscos de SSMA e melhoria da ecoeficiência, e no estratégico, a inovação sustentável como fonte de vantagem competitiva. Ademais, identificaram-se três estágios evolutivos da gestão da sustentabilidade - reativo, preventivo e estratégico - e quatro da gestão da inovação - operacional, estratégico hard, estratégico soft e estratégico melhoria. Por fim, verificou-se que a evolução da gestão da inovação e da sustentabilidade mostrou-se linear (todas empresas passaram pelos estágios de forma sequencial), enquanto no caso da gestão da inovação sustentável, não-linear. / The challenges of sustainable development can trigger a new wave of creative destruction and innovation creating opportunities as well as threats to organizations. In this new reality, innovation becomes even more essential for organizational competitiveness, but not the traditional one, a new type that integrates sustainability concerns - the sustainable innovation. Therefore, to understand sustainable innovation management competences as well how they can be developed is crucial to its success. Despite this relevance, none study was found in the extant literature with a holist view of how the sustainable innovation management competences develop in time and their relationship with sustainability and innovation management evolution. In this context, this descriptive exploratory research contributes to address this gap by aiming to propose a framework of evolutionary stages, and features, that companies can follow in building their sustainable innovation management competence. To do so, three longitudinal case studies in multinational companies, leaders in sustainability and innovation, were carried out through the analysis of their evolution in management of sustainability, innovation and sustainable innovation. As a result, it is proposed an evolutionary framework of sustainable innovation management with three stages - reactive, preventive and strategic - and their respective sets of management competences. While in the reactive stage, the focus of sustainable innovation management lies on compliance with the law; the preventive stage emphasizes HSE risk prevention and eco-efficiency; and in the strategic, sustainable innovation is considered source of competitive advantage. Furthermore, it was identified three evolutionary stages of sustainability management - reactive, preventive and strategic - and four of innovation management - operational, strategic hard, soft and strategic improvement. Finally, it was found that the evolutions of innovation and sustainability management were linear (all companies passed sequentially through the stages), while in the case of sustainable management innovation nonlinear.

A literatura destacada nesta pesquisa considerou que, no contexto organizacional, a inovação teve seu papel reforçado na função de contribuir para o desenvolvimento sustentável. Nesse sentido, o quadro das mudanças climáticas suscita o desenvolvimento de tecnologias sustentáveis e a obtenção de matérias-primas limpas. Dessa forma, esta pesquisa teve como foco de investigação a análise de como ocorre o processo de inovação na cadeia produtiva do plástico verde, ao se substituir um recurso não renovável (a nafta) por um renovável (etanol da cana-de-açúcar), a partir da organização focal sob a ótica da sustentabilidade. Para tanto, a pesquisa foi classificada como exploratória e descritiva e a natureza dos dados versou sobre a abordagem qualitativa. Este trabalho teve como método central o estudo de caso, que compreendeu a realização de treze entrevistas ao longo da cadeia produtiva do plástico verde (considerando a Braskem como a organização focal). A partir da perspectiva da organização focal, o diamante da inovação total foi aplicado ao objeto de estudo desta pesquisa. As características do plástico verde extrapolam a inovação de natureza tecnológica, a sustentabilidade do produto está também atrelada ao uso da matéria-prima renovável (etanol da cana-de-açúcar), evidenciando o fato de o dióxido de carbono ser capturado da atmosfera ao longo do cultivo da cana, permanecendo fixado durante o ciclo de vida do produto. O desenvolvimento dos biopolímeros justifica-se pela finitude do petróleo e de o mesmo agravar as emissões dos gases do efeito estufa. Esse desenvolvimento se deve também às vantagens climáticas tidas para produção de cana-de-açúcar e à extensão de terras disponíveis para o cultivo no território brasileiro. Com base na discussão teórica de que a organização focal é capaz de induzir a inovação em suas cadeias produtivas, buscou-se verificar quais efeitos à montante e à jusante foram desencadeados pela Braskem ao considerar a inovação do plástico verde. Dos spillovers à montante, visualizou-se que, para a produção do plástico verde, a substituição da matéria-prima provocou mudanças expressivas na cadeia suprimentos. A cana-de-açúcar conferiu à cadeia, por meio da captação do dióxido de carbono, a redução das emissões dos gases do efeito estufa. Infere-se que o Código de Conduta para os Fornecedores de Etanol da Braskem foi o principal efeito à montante desencadeado. Os principais efeitos à jusante fomentados pela organização focal conferem a importância ambiental sugerida pelo produto. Clientes potenciais foram identificados pela organização focal e, para os mesmos, foi criado o selo I’m green™, podendo ser considerado um dos principais spillovers à jusante. Na maioria dos casos, a utilização do plástico verde agrega valor aos produtos, o que pode se tornar um diferencial competitivo para as organizações que o utilizam. No caso estudado, evidenciou-se que, a partir de exemplos de ações e práticas, a política de sustentabilidade da organização focal é alicerçada nas três principais dimensões da sustentabilidade. Ademais, a partir da análise do diamante da inovação total, das características do plástico verde e das ações discutidas nos elos em termos de inovação e de sustentabilidade, pode-se avançar na discussão teórica inferindo que o plástico verde pode ser considerado uma inovação sustentável. / The literature highlighted in this research considered that, in an organizational context, innovation has strengthened its role in the function of contributing to sustainable development. Thereby, the climate change scenario adds to the development of sustainable technologies and achievement of clean raw materials. This research has focused on the analysis of how the innovation process occurs in the green plastic supply chain, by replacing a non-renewable resource (naphtha from oil) for a renewable one (ethanol from sugarcane), from the focal organizational, considering the sustainability perspective. Therefore, this research was classified as exploratory and descriptive, due to its qualitative nature. The central method used was a case study; it included thirteen interviews related to the green plastic supply chain (considering Braskem as the focal organization). From the perspective of the focal organization, the diamond of the total innovation was applied to the research. The characteristics of green plastic extrapolate the nature of technological innovation. The sustainability of the product is also linked to the use of renewable input (ethanol from sugar cane), highlighting the fact that the carbon dioxide is captured from the atmosphere over the cultivation of sugarcane, remaining fixed during the life cycle of the product. The biopolymers development is justified by the oil finiteness and its aggravating the greenhouse gas emissions. This development is also due to climate advantages obtained by the production of sugarcane and the amount of available land for cultivation in Brazil. Based on the theoretical discussion of the focal organization, it is able to induce innovation in their supply chains, determining which upstream and downstream effects were initiated by Braskem to consider the green plastic innovation. Based on upstream spillovers, it was visualized that, for the green plastic production, the replacement of the raw material caused significant changes in the supply chain. The sugarcane gave to the chain, by the capture of carbon dioxide, the reduction of greenhouse gas emissions. It is inferred that the Conduct Code for Braskem Ethanol Suppliers was the main upstream factor that triggered these outcomes. The main downstream effects developed by the focal organization are related to the environmental importance suggested by this product. Potential clients have been identified by the focal organization and, for them, the I’m green™ mark was created, which can be considered a major downstream spillover. In most cases, the use of green plastic adds value to the products, which can become a competitive advantage for organizations that use it. In the case studied, it became clear that, from examples of actions and practices, the sustainability policy of the focal organization is sustained on the three main dimensions of sustainability. Moreover, from the analysis of the diamond of the total innovation, the characteristics of the green plastic and the actions discussed in innovation and sustainability perspectives, it can advance the theoretical discussion inferring that the green plastic can be considered a sustainable innovation.

A literatura destacada nesta pesquisa considerou que, no contexto organizacional, a inovação teve seu papel reforçado na função de contribuir para o desenvolvimento sustentável. Nesse sentido, o quadro das mudanças climáticas suscita o desenvolvimento de tecnologias sustentáveis e a obtenção de matérias-primas limpas. Dessa forma, esta pesquisa teve como foco de investigação a análise de como ocorre o processo de inovação na cadeia produtiva do plástico verde, ao se substituir um recurso não renovável (a nafta) por um renovável (etanol da cana-de-açúcar), a partir da organização focal sob a ótica da sustentabilidade. Para tanto, a pesquisa foi classificada como exploratória e descritiva e a natureza dos dados versou sobre a abordagem qualitativa. Este trabalho teve como método central o estudo de caso, que compreendeu a realização de treze entrevistas ao longo da cadeia produtiva do plástico verde (considerando a Braskem como a organização focal). A partir da perspectiva da organização focal, o diamante da inovação total foi aplicado ao objeto de estudo desta pesquisa. As características do plástico verde extrapolam a inovação de natureza tecnológica, a sustentabilidade do produto está também atrelada ao uso da matéria-prima renovável (etanol da cana-de-açúcar), evidenciando o fato de o dióxido de carbono ser capturado da atmosfera ao longo do cultivo da cana, permanecendo fixado durante o ciclo de vida do produto. O desenvolvimento dos biopolímeros justifica-se pela finitude do petróleo e de o mesmo agravar as emissões dos gases do efeito estufa. Esse desenvolvimento se deve também às vantagens climáticas tidas para produção de cana-de-açúcar e à extensão de terras disponíveis para o cultivo no território brasileiro. Com base na discussão teórica de que a organização focal é capaz de induzir a inovação em suas cadeias produtivas, buscou-se verificar quais efeitos à montante e à jusante foram desencadeados pela Braskem ao considerar a inovação do plástico verde. Dos spillovers à montante, visualizou-se que, para a produção do plástico verde, a substituição da matéria-prima provocou mudanças expressivas na cadeia suprimentos. A cana-de-açúcar conferiu à cadeia, por meio da captação do dióxido de carbono, a redução das emissões dos gases do efeito estufa. Infere-se que o Código de Conduta para os Fornecedores de Etanol da Braskem foi o principal efeito à montante desencadeado. Os principais efeitos à jusante fomentados pela organização focal conferem a importância ambiental sugerida pelo produto. Clientes potenciais foram identificados pela organização focal e, para os mesmos, foi criado o selo I’m green™, podendo ser considerado um dos principais spillovers à jusante. Na maioria dos casos, a utilização do plástico verde agrega valor aos produtos, o que pode se tornar um diferencial competitivo para as organizações que o utilizam. No caso estudado, evidenciou-se que, a partir de exemplos de ações e práticas, a política de sustentabilidade da organização focal é alicerçada nas três principais dimensões da sustentabilidade. Ademais, a partir da análise do diamante da inovação total, das características do plástico verde e das ações discutidas nos elos em termos de inovação e de sustentabilidade, pode-se avançar na discussão teórica inferindo que o plástico verde pode ser considerado uma inovação sustentável. / The literature highlighted in this research considered that, in an organizational context, innovation has strengthened its role in the function of contributing to sustainable development. Thereby, the climate change scenario adds to the development of sustainable technologies and achievement of clean raw materials. This research has focused on the analysis of how the innovation process occurs in the green plastic supply chain, by replacing a non-renewable resource (naphtha from oil) for a renewable one (ethanol from sugarcane), from the focal organizational, considering the sustainability perspective. Therefore, this research was classified as exploratory and descriptive, due to its qualitative nature. The central method used was a case study; it included thirteen interviews related to the green plastic supply chain (considering Braskem as the focal organization). From the perspective of the focal organization, the diamond of the total innovation was applied to the research. The characteristics of green plastic extrapolate the nature of technological innovation. The sustainability of the product is also linked to the use of renewable input (ethanol from sugar cane), highlighting the fact that the carbon dioxide is captured from the atmosphere over the cultivation of sugarcane, remaining fixed during the life cycle of the product. The biopolymers development is justified by the oil finiteness and its aggravating the greenhouse gas emissions. This development is also due to climate advantages obtained by the production of sugarcane and the amount of available land for cultivation in Brazil. Based on the theoretical discussion of the focal organization, it is able to induce innovation in their supply chains, determining which upstream and downstream effects were initiated by Braskem to consider the green plastic innovation. Based on upstream spillovers, it was visualized that, for the green plastic production, the replacement of the raw material caused significant changes in the supply chain. The sugarcane gave to the chain, by the capture of carbon dioxide, the reduction of greenhouse gas emissions. It is inferred that the Conduct Code for Braskem Ethanol Suppliers was the main upstream factor that triggered these outcomes. The main downstream effects developed by the focal organization are related to the environmental importance suggested by this product. Potential clients have been identified by the focal organization and, for them, the I’m green™ mark was created, which can be considered a major downstream spillover. In most cases, the use of green plastic adds value to the products, which can become a competitive advantage for organizations that use it. In the case studied, it became clear that, from examples of actions and practices, the sustainability policy of the focal organization is sustained on the three main dimensions of sustainability. Moreover, from the analysis of the diamond of the total innovation, the characteristics of the green plastic and the actions discussed in innovation and sustainability perspectives, it can advance the theoretical discussion inferring that the green plastic can be considered a sustainable innovation.