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Energy eco‐innovations for sustainable development: Exploring organizational strategic capabilities through an energy cultures framework.
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- Author(s): Walton, Sara1 (AUTHOR) ; Zhang, Annie1 (AUTHOR); O'Kane, Conor1 (AUTHOR)
- Source:
Business Strategy & the Environment (John Wiley & Sons, Inc). Mar2020, Vol. 29 Issue 3, p812-826. 15p. 5 Diagrams, 6 Charts.- Subject Terms:
- Source:
- Additional Information
- Abstract: This article reports on research on energy eco‐innovation using case studies of firms. Positioning energy efficiency changes in an organization as "eco‐innovations," the paper examines the firm‐level resources involved for these to be successful. To identify these resources, the energy cultures (EC) framework, an organizing tool to understand energy behaviour, is drawn on. From an analysis of 142 case studies of successful business and energy change, three models are developed. It is found that the EC framework (consisting of norms, material culture, and practices) makes explicit key resources involved in developing energy eco‐innovations. The findings show that for an eco‐innovation capability, there is a need to align the physical resources with intangible resources to lead to learning and knowledge that, in turn, needs to be aligned with the firm strategies. This research has implications for developing company strategy and practice to drive energy eco‐innovations. [ABSTRACT FROM AUTHOR]
- Abstract: Copyright of Business Strategy & the Environment (John Wiley & Sons, Inc) is the property of Wiley-Blackwell and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)
- Abstract:
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