Sustainable Innovation Cultures : 68 Practices and Methods for Gaining Competitve Edge and Impact.

Format:

Book

Author/Creator:

Breuer, Henning.

Language:

English

Subjects (All):

Sustainability.

Corporate culture.

Physical Description:

1 online resource (348 pages)

Edition:

1st ed.

Place of Publication:

Berlin/Boston : Walter de Gruyter GmbH, 2025.

Summary:

How can companies and nonprofit organizations turn sustainability strategies into real-world practice?How can they innovate to gain a competitive edge while contributing to sustainable and regenerative development?And where should you as an innovation, sustainability or human resource manager begin?.

Contents:

Intro

Sustainable Innovation Cultures

Overview

Table of Contents

List of Boxes

List of Tables and Figures

Preface

Facing the Greatest Challenge of Our Time

Approach and Outline of this Book

IMAGINE

PART I FRAMEWORK / It Takes a Whole Culture

Chapter 1 / It Takes a Whole Culture

Preview

How to Read This Book

Chapter 2 / Conceptual Foundations

2.1 Sustainability, Innovation and Sustainable Innovation

2.1.1 Sustainability

CONCEPT 1. Sustained Yield Management

Sustainability and Sustainable Development

Sustainability Management and System Value Creation

CONCEPT 2. Principles for the Design and Development of Sustainable Business Models

Sustainability Reporting: From Today's Standards to Forward-Looking Approaches

2.1.2 Innovation

2.1.3 Sustainable Innovation

Push and Pull Driving Factors

A Values-Based Approach to Sustainable Innovation

Normative, strategic and operational dimensions of sustainable innovation

CONCEPT 3. Directional Certainty through Process Design, Risk Reduction Criteria, Timing and Methodology

Responsible Innovation Practices

2.1.4 Key Takeaways

2.2 Organisational Culture and Its Development

2.2.1 The Lenses of Anthropology and Social Sciences

Four Characteristics

Anthropology as Framing for Psychological, Sociological and Systemic Insights

Subject-Oriented and Object-Oriented Approaches

'Culture is not just one aspect of the game, it is the game.'

2.2.2 Dimension-Based Theories

Clan, Adhocracy, Market and Hierarchy

Power Distribution and Cooperation Level

Six Dimensions of National and Organisational Cultures

Pathological, Bureaucratic and Generative Cultures

2.2.3 Frameworks for Cultural Development

2.2.4 Values, Artefacts and Practices for Cultural Development

2.2.5 Key Takeaways.

2.3 Sustainable Innovation Cultures

2.3.1 Sustainability Cultures and Transformations

Beyond the Adoption of New Practices and Methods

Enablers and Barriers in Sustainability Transformations

2.3.2 Innovation Culture

2.3.3 Challenges and Practices: Establishing Sustainable Innovation Cultures

Values-based Innovation Practices and Functions

Sustainable Innovation Practices and Methods

Expert Insights on Values-Based Transformation Towards Sustainable Innovation Cultures

CASE 1. Expert Insights on Four Critical Factors to Develop Sustainable Innovation Cultures

2.3.4 Key Takeaways

Chapter 3 / A Framework for Sustainable Innovation Cultures

3.1 Establishing Sustainable Innovation Cultures

3.1.1 A Generative System

Industry-Specific Organisational Values

CASE 2. The Role of Healthcare Companies in the Global Sustainability Transformation

Political and Management Frameworks

CASE 3. How Companies Integrate the SDGs into their Impact Strategies

Organisational Values Expressed by Intended Outcomes and Impact

CASE 4. Cultural Challenges to Translating Normative Guidelines into Practices and Artefacts

3.1.2 A Deliberate Approach

Establishing Espoused Values

APPROACH 1. Guiding Questions to Formulate Guiding Principles for an Organisation

Addressing Tensions

Addressing Values-Action Gaps

CONCEPT 4. The Evolution of the Change Resistance Concept

3.1.3 Creating Sustainable Value Repeatedly and Reliably

CASE 5. Key Value Indicators for Gauging the Impact of Information and Communication Technology Solutions

Maturity Levels of Values-Based Innovation Cultures

CASE 6. Ecosia Considers Partnering with a Petrol Company

Working Against Unintended Consequences and Potential Rebound Effects

CONCEPT 5. How Organisational Cultures Create Unintended Consequences.

Three Components of Sustainable Innovation Cultures

3.1.4 Sustainable Innovation Culture at Work: The Case of Interface

CASE 7. Interface and its Outstanding Journey Towards Sustainable Innovation Culture

3.2 The 3C Framework for Establishing Sustainable Innovation Cultures

3.3 Overarching Practices for Conceiving, Co-creating and Cultivating in Sustainable Innovation

3.3.1 Overarching Practices

Resilience Development, Moderation and Knowledge Sharing

1. RESILIENCE DEVELOPMENT

2. MODERATION

3. KNOWLEDGE SHARING

Responsible Innovation Dimensions and Practices of Inclusive Deliberation, Reflexivity, Anticipation and Responsiveness

4. KNOWLEDGE MANAGEMENT

5. INCLUSIVE DELIBERATION

6. REFLEXIVITY

7. ANTICIPATION

8. RESPONSIVENESS

Empowerment, Decentralisation and Ethical Leadership

9. EMPOWERMENT

10. DECENTRALISATION

11. SYMBOLIC ETHICAL LEADERSHIP

Experimentation, Gamification and Human-Systems Collaboration

12. EXPERIMENTATION

13. GAMIFICATION

14. HUMAN-SYSTEMS COLLABORATION

3.3.2 Digital Artefacts and Artificial Intelligence

IN SUM

PART II PRACTICES AND METHODS / How to Create Sustainable Innovation Cultures

Practices and Methods Overview

Conceiving

Co-creating

Cultivating

Chapter 4 / Conceiving Innovation Cultures

4.1 Ethnographic Inquiry to Understand Values, Tensions and Gaps

4.1.1 Challenges in Conceiving Cultures

4.1.2 Ethnography as a Practice-Based Approach to Conceiving Values

APPROACH 2. Substantive, Procedural and Practice-Based Approaches to Analysing Sustainability Values

4.1.3 Ethnographic Approaches

APPROACH 3. Key Features of the Ethnographic Approach

4.1.4 Rapid Ethnography

CASE 8. Shortcut to Understanding and Reviving Brand Values in Mid-Sized Companies

4.1.5 Ethnographic Insights.

CASE 9. Insights into Sustainable Innovation Challenges and Practices from a Comparative European Study

1. SUSTAINABLE INNOVATION LITERACY:

2. VERTICAL INTEGRATION:

3. HORIZONTAL INTEGRATION:

4. ECOSYSTEM ENGAGEMENT:

5. PRACTICES AND METHODS:

6. HIDDEN TREASURES:

4.2 How to Understand One's Own Culture

4.2.1 Framing Culture

4.2.2 Accessing Culture

APPROACH 4. Guidelines and Techniques for Ethnographic Observers

4.2.3 Investigating Culture

APPROACH 5. Techniques to Streamline Field Interviews and Observations

4.2.4 Interpreting Culture

STORYTELLING SESSION

PATTERN RECOGNITION

INSIGHT SYNTHESIS

ETHNOGRAPHIC WRITING

4.3 Practices and Methods: Conceiving One's Own Innovation Culture

4.3.1 Practices and Methods: Contextual Inquiry

4.3.2 Practices and Methods: Reviewing Practices and Challenges

4.3.3 Practices and Methods: Revisiting Values and Integrating Stakeholders

Chapter 5 / Co-creating Targeted Interventions

5.1 Co-creating for Impact

CASE 10. Pelliconi's Co creating Approach to Sustainable Innovation

5.2 Preparing, Conducting and Bundling Co-creative Activities

5.2.1 Setting the Right Targets

5.2.2 Engaging the Right Participants

5.2.3 Setting Up a Safe Space and Empowering Participants

5.2.4 Facilitation Using Storyboards

STORYBOARDING

-APPROACH 6. Key Elements of a Storyboard for Co creation Workshops

CO-CREATIVE ENVISIONING AND THE CASE OF MICHELIN

CASE 11. Envisioning New Mobility Business at Michelin

PHASE 1: PRIORITISATION

PHASE 2: ENVISIONING

PHASE 3: IMPLICATIONS

5.2.5 Bundling and Scaling Co-creating Activities

-CASE 12. Employee-Driven Co creating to Foster Sustainable Innovation at Interface and Xerox

DECENTRALISED AUTONOMOUS ORGANISATIONS

5.3 Practices and Methods: Co-creating.

5.3.1 Practices and Methods: Co-creating with Internal Stakeholders

5.3.2 Practices and Methods: Co-creating with External Stakeholders

5.3.3 Practices and Methods: Sustainability Foresight

Chapter 6 / Cultivating Sustainable Innovation

6.1 Cultivation

6.1.1 Origins of the Term Cultivation

6.1.2 Cultivating of Sustainable Innovation in an Organisation

CASE 13. German Railways' Cultivation of Data-Driven Sustainability Management

6.2 Cultivating Values, Practices and Artefacts for Sustainable Innovation

6.2.1 Mainstreaming Values

CULTIVATING IMPLICIT VALUES

CULTIVATING GLOBAL VALUES

CULTIVATING SPECIFIC VALUES

CULTIVATING ACTIVE MANAGEMENT OF VALUES

CULTIVATING PROACTIVE MANAGEMENT OF VALUES

'CASE 14. How Ecosia s Continuous Refinement of Values Informs Strategic Decisions

6.2.2 Establishing New Practices

ENSURING PSYCHOLOGICAL SAFETY, EXPERIMENTATION AND DECENTRALISATION AS SUPPORTIVE MEASURES

'CASE 15. Informal Collaboration Practices to Reconcile Tensions in Alberta s Healthcare System

ASSESSMENT AND REFINEMENT

SCALING AND SUSTAINING

6.2.3 Mediating Artefacts

ARTEFACTS FOR GOVERNANCE

ARTEFACTS FOR OPERATIONAL PURPOSES

UPDATES AND FLEXIBLE WORKFLOWS

6.2.4 Cultiv ating Outcomes

6.3 Practices and Methods: Cultivating Sustainable Innovation

6.3.1 Practices and Methods: Promoting Sustainability Literacy and Capacity Building

6.3.2 Practices and Methods: Promoting Social Interactions

6.3.3 Practices and Methods: Ensuring Positive Impact

PART III CASES / European Companies on their Journeys to Establish Sustainable Innovation Cultures

Chapter 7 / From Safety to Sustainability - The Case of an Inspection Company in Germany

7.1 From the Adoption of New Values to the Formation of New Ecosystems.

CONCEPT 6. Technical Inspection as a Values-Based Business.

Notes:

Description based on publisher supplied metadata and other sources.

Part of the metadata in this record was created by AI, based on the text of the resource.

ISBN:

3-11-137570-6

9783111375700

OCLC:

1559217756