Supply-side determinants of Energy Consumption and Efficiency (ECE) innovations

This paper empirically analyses the supply-side determinants of eco-innovations related to Energy Consumption or Efficiency (ECE) for electricity and other energy sources. Using preliminary firm-level data from a 2010 survey of innovation activity in Tasmania (a regional economy and state of Australia), a multinomial discrete choice model is employed to test the research hypotheses. The analysis shows the positive association between technological and organisational capabilities and ECE outcomes in electricity and other energy sources, with a specific effect from investment in external R&D. We also find differences in sectoral technological opportunities for ECE innovation and a positive effect for firm structure and size. Our contribution is to show the importance of supply-side factors on ECE innovation outcomes and draw attention to their potential policy relevance.<br

Green process innovation: Where we are and where we are going

Environmental pollution has worsened in the past few decades, and increasing pressure is being put on firms by different regulatory bodies, customer groups, NGOs and other media outlets to adopt green process innovations (GPcIs), which include clean technologies and end-of-pipe solutions. Although considerable studies have been published on GPcI, the literature is disjointed, and as such, a comprehensive understanding of the issues, challenges and gaps is lacking. A systematic literature review (SLR) involving 80 relevant studies was conducted to extract seven themes: strategic response, organisational learning, institutional pressures, structural issues, outcomes, barriers and methodological choices. The review thus highlights the various gaps in the GPcI literature and illuminates the pathways for future research by proposing a series of potential research questions. This study is of vital importance to business strategy as it provides a comprehensive framework to help firms understand the various contours of GPcI. Likewise, policymakers can use the findings of this study to fill in the loopholes in the existing regulations that firms are exploiting to circumvent taxes and other penalties by locating their operations to emerging economies with less stringent environmental regulations.publishedVersio

Patterns of collaboration for innovation amongst innovating firms in Tasmania

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Proactive corporate sustainability practices and performance in small and medium enterprises

Proactive corporate sustainability practices (CSPs) are normally delimited as voluntary practices in which a firm engages, and that go beyond regulatory requirements, in order to: reduce or minimize negative economic, social and environmental impacts that might affect its competitive position; and thereby enhance performance and competitive advantage. Proactive CSPs have been well researched in large enterprises; however, so far little attention has been given to the challenge that the adoption of such practices poses for small and medium enterprises (SMEs). It is conventionally assumed that SMEs have constrained or inadequate resources to engage in proactive CSPs, and that this means SMEs are unlikely to reap the benefits that proactive CSPs offer. Nevertheless, evidence has been presented in recent research into sustainable environmental practices (EnvPs) (Aragon-Correa, Hurtado-Torres, Sharma & Garcia-Morales, 2008), that SMEs possess distinctive organizational capabilities which can aid in the adoption of proactive business practices and which in turn can contribute positively to SME financial performance. However, there is a need for research that extends this work to include the two other constituent dimensions of proactive CSPs ‚Äö- economic practices (EconPs) and social practices (SocPs) ‚Äö- with the aim of developing an integrative strategy model and holistic view of proactive CSPs and SME financial performance. This empirical study addresses that research need. The study aims to develop an understanding of the role that proactive CSPs play in mediating the relationship between three specific organizational capabilities (shared vision, stakeholder management and strategic proactivity) and SME financial performance. Two hypothesized models, showing how proactive CSPs and the interaction between its three constituent dimensions (EconPs, SocPs and EnvPs) might mediate that relationship in SMEs, are proposed. Using longitudinal survey data collected from a sample of 171 Australian SMEs in the machinery and equipment manufacturing industry sector, structural equation modeling is used to test the research hypotheses derived from the theoretical models. Qualitative data collected through open-ended survey questions is also used in order to help explain the quantitative data findings in greater depth. This study has several key findings. These include that: proactive CSPs, and the interaction that occurs between EconPs, SocPs and EnvPs, represent a necessary and sufficient mechanism through which the specified three capabilities are able to influence SME financial performance positively; and the adoption of each dimension of proactive CSPs by SMEs is influenced differently by each capability. The study also presents evidence that SMEs which deploy all three capabilities are more likely to engage in the wide range of proactive CSPs. The study concludes that each dimension of proactive CSPs influences financial performance differentially. These findings contribute to a more comprehensive understanding of proactive CSPs in the SME context. They show that SMEs, even with constrained resources, are able to adopt proactive CSPs when the three capabilities of shared vision, stakeholder management and strategic proactivity are used in tandem. Recognizing the importance of the interaction between proactive EconPs, SocPs and EnvPs is a critical factor in enabling SMEs to understand how to make best use of these capabilities and to achieve an improvement in financial performanc

Proactive corporate sustainability practices and performance in small and medium enterprises

Proactive corporate sustainability practices (CSPs) are normally delimited as voluntary practices in which a firm engages, and that go beyond regulatory requirements, in order to: reduce or minimize negative economic, social and environmental impacts that might affect its competitive position; and thereby enhance performance and competitive advantage. Proactive CSPs have been well researched in large enterprises; however, so far little attention has been given to the challenge that the adoption of such practices poses for small and medium enterprises (SMEs). It is conventionally assumed that SMEs have constrained or inadequate resources to engage in proactive CSPs, and that this means SMEs are unlikely to reap the benefits that proactive CSPs offer. Nevertheless, evidence has been presented in recent research into sustainable environmental practices (EnvPs) (Aragon-Correa, Hurtado- Torres, Sharma & Garcia-Morales, 2008), that SMEs possess distinctive organizational capabilities which can aid in the adoption of proactive business practices and which in turn can contribute positively to SME financial performance. However, there is a need for research that extends this work to include the two other constituent dimensions of proactive CSPs – economic practices (EconPs) and social practices (SocPs) – with the aim of developing an integrative strategy model and holistic view of proactive CSPs and SME financial performance. This empirical study addresses that research need. The study aims to develop an understanding of the role that proactive CSPs play in mediating the relationship between three specific organizational capabilities (shared vision, stakeholder management and strategic proactivity) and SME financial performance. Two hypothesized models, showing how proactive CSPs and the interaction between its three constituent dimensions (EconPs, SocPs and EnvPs) might mediate that relationship in SMEs, are proposed. Using longitudinal survey data collected from a sample of 171 Australian SMEs in the machinery and equipment manufacturing industry sector, structural equation modeling is used to test the research hypotheses derived from the theoretical models. Qualitative data collected through open-ended survey questions is also used in order to help explain the quantitative data findings in greater depth. This study has several key findings. These include that: proactive CSPs, and the interaction that occurs between EconPs, SocPs and EnvPs, represent a necessary and sufficient mechanism through which the specified three capabilities are able to influence SME financial performance positively; and the adoption of each dimension of proactive CSPs by SMEs is influenced differently by each capability. The study also presents evidence that SMEs which deploy all three capabilities are more likely to engage in the wide range of proactive CSPs. The study concludes that each dimension of proactive CSPs influences financial performance differentially. These findings contribute to a more comprehensive understanding of proactive CSPs in the SME context. They show that SMEs, even with constrained resources, are able to adopt proactive CSPs when the three capabilities of shared vision, stakeholder management and strategic proactivity are used in tandem. Recognizing the importance of the interaction between proactive EconPs, SocPs and EnvPs is a critical factor in enabling SMEs to understand how to make best use of these capabilities and to achieve an improvement in financial performanc

Private-Public Collaboration and Innovation Performance: Does Training Matter?

This study examines, through the theoretical lens of absorptive capacity, how the interaction between investments in R&D and training moderates the influence of collaboration with public research organisations (PROs) on firm innovation performance. Using data for 1,086 innovating firms across all industry sectors in the Australian state of Tasmania in 2010, we find that there is no direct association between collaboration with PROs and firm innovation performance, and the R&D-training interaction plays a significant role in positively moderating such an association. This study contributes to the innovation management literature by demonstrating the importance of the combination of R&D and training in creating absorptive capacity. More importantly, the combination of R&D and training positively influences the successful exploitation of private–public collaboration and promotes innovation performance