By Koos van Dijken, Yvonne Prince, T.J. Wolters, Marco Frey, Giuliano Mussati, Paul Kalff, Ole Hansen, Søren Kerndrup, Bent Søndergård, Eduardo Lopes Rodrigues, Sandra Meredith
How do small and medium sized organizations (SMEs) undertake environmental thoughts? have they got the mandatory inner competence? Is any help provided via exterior events (i.e. community involvement)? What are the coverage implications? This ebook relies on wide fieldwork, performed in 4 conventional business sectors: offset printing, electroplating, fabric completing, and business portray. The paintings used to be conducted in Denmark, Italy, the Netherlands, Portugal and the united kingdom. Twenty company-based case reviews have been analyzed and a phone survey used to be performed between 527 businesses. accordingly, the Innovation Triangle got here to be formulated, that is provided the following, defining and mixing the determinants of SME innovativeness. The Innovation Triangle distinguishes 3 significant determinants of innovativeness: enterprise competence, environmental orientation, and community involvement. The Innovation Triangle permits one to diagnose present environmental and innovation guidelines, indicating which coverage measures may be potent in expanding the adoption of environmentally pleasant applied sciences, permitting environmental targets to be achieved.
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Additional info for Adoption of Environmental Innovations: The Dynamics of Innovation as Interplay between Business Competence, Environmental Orientation and Network Involvement
In the following analysis the two central hypotheses will be tested and 54 TheInnovation Triangle discussed in the light of a telephone survey among 500 smaller companies in the four sectors and five countries involved in the ENVIS project. The first hypothesis is: Business competence and environmental orientation have a positive effect on network involvement. This means that companies having relatively high business competence and a relatively high environmental orientation also have a greater network involvement.
These are factors which may impede the adoption of innovations. First movers and early adopters can be assumed to have developed relatively strong competences by which the aforesaid impediments can be surmounted . The case materials give different examples of such dynamics : • Jet ink and CTP are examples of technologies where knowledge is concentrated with suppliers , even though focal companies may generate intelligent feed-back. • Adoption of powder paint, ion-exchange/closed systems and bi-reactive dyes are all examples of adoption processes where the adopter has much practical experience but limited science-based competences in the field of the adopted technology .
For each case study, five interviews were to be held. The items (Which refer to the focal company and the adopted innovation) to be discussed during the interviews were as follows. g. incremental or radical, end-of-pipe or processintegrated), motives, problems to be solved, regulatory impact on the innovation, links between health & safety and environmental effects, trends in technological development and markets, perception of one's position vis-A-vis fellow-entrepreneurs in terms of technological advancement • Resultsattributable to the adoptedinnovation Topics: impacts of the innovation (economic, social, cultural, organisational, networkrelated), cost structure, market share, competitive position and pressure, policy issues, environmental motives • Role of the technological networkin the adoptionprocess Topics: sources of information, internal and external stakeholders.