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 companies (SMEs) undertake environmental strategies? 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 is predicated on huge fieldwork, carried out in 4 conventional business sectors: offset printing, electroplating, cloth completing, and commercial portray. The paintings used to be performed in Denmark, Italy, the Netherlands, Portugal and the united kingdom. Twenty company-based case reviews have been analyzed and a cell survey used to be performed between 527 businesses. accordingly, the Innovation Triangle got here to be formulated, that's provided the following, defining and mixing the determinants of SME innovativeness. The Innovation Triangle distinguishes 3 significant determinants of innovativeness: company competence, environmental orientation, and community involvement. The Innovation Triangle permits one to diagnose present environmental and innovation guidelines, indicating which coverage measures may be powerful in expanding the adoption of environmentally pleasant applied sciences, permitting environmental ambitions to be achieved.
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Extra info for Adoption of Environmental Innovations: The Dynamics of Innovation as Interplay between Business Competence, Environmental Orientation and Network Involvement
1 Propositions on the innovative behaviour of SMEs Chapter 2 has generated a number of insights which have been used to structure the protocol for the case studies. Moreover, the analysis of the case studies could be based on them. The following propositions can be defined which reflect these insights: • The kind of innovations which SMEs adopt, depends on their systemic competence (in particular their business competence and their strategic orientation) as well as on their external relations. • For a single company, the adoption of cleaner technology will be an innovation that involves a strategic process and a learning process .
Cleaner production does not involve a clear-cut set of generic technologies: its technical components may be sector- or even firm-specif ic. The common element is not technological but managerial - a way of looking afresh at products and processes in order to see how their environmental impacts can be reduced and if possible eliminated. , 1995): • Systems to reduce consumption of energy and improve efficiency of use of energy • Combined heat and power (CHP) • New process technologies for waste minimisation, recycling and substitution of polluting substances • Redesign of existing processes to minimise waste and maximise scope for recycling of by-products • New products that minimise energy consumption and waste and maximise scope for recycling and reuse 35 Adoption of Environmental Innovations • Redesign of existing products for minimisation of waste and energy consumption and for greater scope for recycling and reuse.
5, 1993, pp. 189195. V. B. V. J. W. Karten, Papier en milieu op de lange termijn. TNO-rapport STB/94/009 , TNO Centre for Technology and Policy Research, Apeldoom , 1994 (chapter 2). J. Vroman, Economic Evolution - An Enquiry into the Foundations of New Institutional Economics, Routledge, London/New York, 1995 (chapter 4). 1 Propositions on the innovative behaviour of SMEs Chapter 2 has generated a number of insights which have been used to structure the protocol for the case studies. Moreover, the analysis of the case studies could be based on them.