Facilitating Sustainable Innovation through Collaboration (eBook)

Contents 5
Contributors 7
List of Figures 10
List of Tables 12
List of Boxes 14
1 Facilitating Sustainable Innovation through Collaboration 15
1.1 Defining Sustainability, Defining Innovation 15
1.2 Innovation for Sustainable Enterprise 17
1.3 Introduction to the Content of the Book 19
1.4 Concluding Overview and Suggestions for Future Research Directions 26
References 29
2 Sustainability Considerations and Triple-Helix Collaboration in Regional Innovation Systems 31
2.1 Introduction 31
2.1.1 The Four Case Studies 32
2.1.2 Background 33
2.2 Theoretical Foundation 33
2.2.1 The Basic Principle for Investments 34
2.2.2 Analogies and Metaphors as Tools to Conceptualize New Aspects 37
2.2.3 The Entrepreneur as a ''Driver'' 37
2.3 Case Studies 38
2.3.1 The Øresund Science Region 38
2.3.2 Leadership Training as a Driver in Sustainable Business Development 40
2.3.3 Mobility of Experts for Promotion of Regional Development 42
2.3.4 Hard-Wood Business Development as a Driver for Sustainable Forestry 42
2.4 Summary of Case Study Results 43
2.5 Discussion 44
2.5.1 Investments in Renewal Oriented Abilities 46
2.5.2 Sustainable Innovation as a Core Business Priority 47
2.5.3 Freedom of Action 47
2.5.4 Triple Helix 48
2.5.5 Collaboration 49
2.6 Concluding Remarks 51
References 51
3 Partnerships and Sustainable Regional Innovation Systems: Special Roles for Universities? 54
3.1 Introduction 54
3.2 Systems of Innovation 57
3.2.1 Regional Innovation Systems 58
3.2.2 Regional Partnerships as Systems of Innovation 59
3.3 Two Cases of Partnerships 60
3.3.1 Green Network 61
3.3.2 Sustainable Business Forum North Denmark 63
3.4 Discussion 65
3.5 Conclusions 67
References 68
4 Obstacles to and Facilitators of the Implementation of Small Urban Wind Turbines in the Netherlands 72
4.1 Introduction 72
4.2 Analytical Framework 73
4.2.1 The Functions of Innovation Systems Approach (FIS) 73
4.2.1.1 Function 1: Entrepreneurial Activities 74
4.2.1.2 Function 2: Knowledge Development 74
4.2.1.3 Function 3: Knowledge Diffusion 74
4.2.1.4 Function 4: Guidance of the Search 75
4.2.1.5 Function 5: Market Formation 75
4.2.1.6 Function 6: Mobilisation of Resources 75
4.2.1.7 Function 7: Support from Advocacy Coalitions 76
4.2.1.8 Virtuous and Vicious Cycles 76
4.2.1.9 Relative Importance of Functions 76
4.2.2 The Socio-Technical Systems Approach 76
4.2.3 Strategic Niche Management (SNM) 77
4.3 Small Urban Wind Turbines (UWTs) in the Netherlands 78
4.3.1 Functions of Innovation Systems 79
4.3.1.1 Function 1: Entrepreneurial Activities 79
4.3.1.2 Function 2: Knowledge Development 79
4.3.1.3 Function 3: Knowledge Diffusion 81
4.3.1.4 Function 4: Guidance of the Search 82
4.3.1.5 Function 5: Market Formation 82
4.3.1.6 Function 6: Mobilisation of Resources 84
4.3.1.7 Function 7: Support from Advocacy Coalitions 84
4.3.2 Socio-technical Systems: Landscape Regime -- Niche 85
4.3.2.1 Fit Within the Landscape Regime (Including Technical Regime Aspects) 85
4.3.2.2 Technical Characteristics 86
4.3.2.3 Network Aspects -- Network Structure, Alignment, Expectations and Macro Actors 86
4.4 Conclusion and Discussion 86
4.4.1 Obstacles and Facilitators 87
4.4.2 Virtuous and Vicious Cycles 87
4.4.3 Implications for Collaboration 88
4.4.4 Implications for Policy-Making 88
References 88
5 Regional Sustainability, Innovation and Welfare Through an Adaptive Process Model 90
5.1 Introduction 90
5.2 Conceptual Review 92
5.3 Methodology 96
5.3.1 Transforming the 'Matrix of Good Practice Elements in RTD' into a Working Model 97
5.3.2 Developing, Implementing the Adaptive Model Process 97
5.3.2.1 Developing the Adaptive Model 98
5.3.2.2 Developing the Regional Actions Plans 99
5.4 Results: Adaptive Model, Action Plans, and Improved Collaborative Processes 99
5.4.1 Adaptive Model 100
5.4.2 Regional Action Plans 101
5.5 Discussion, Conclusions, and Implications for Policy and Practice 103
5.5.1 Exploring Added-Value of the Adaptive Model Approach 103
5.5.1.1 Stimulates Regions to Assume Ownership of Improvement Process 104
5.5.1.2 Facilitates Discourse in Searching for Best-fit Between Multi-actor Setting and Ambitions 104
5.5.1.3 Initiates Continuous Interactive Learning and Developing Adaptable Modes of Embeddedness 105
5.5.1.4 Encourages Pro-active Governance 106
5.5.2 Conclusions and Implications for Policy and Practice 107
References 108
6 FOCISS for an Effective Sustainable Innovation Strategy 110
6.1 Introduction 110
6.1.1 Sustainability and Small Enterprises 110
6.1.2 The System Character of Sustainability 112
6.1.3 Developing a Practical Tool 113
6.2 FOCISS, the Principle Aspects 114
6.2.1 A Practice Based Approach 114
6.2.2 Basic Principles 114
6.2.3 Creating Commitment and Collaboration 116
6.3 FOCISS, the Practical Aspects 116
6.3.1 The Set-Up 116
6.3.2 Interviews and the FOCISS Matrix 118
6.3.3 Rating Method 119
6.3.4 Structured Discussion and Selection 120
6.4 An Evaluation of FOCISS Effectiveness 120
6.4.1 Benchmarking 120
6.4.2 Better Selection 121
6.4.3 More Fundamental Innovations 122
6.4.4 Reducing Obstacles for Implementation 123
6.4.5 Improving Communication, Commitment and Collaboration 124
6.5 Conclusions and Recommendations 125
6.5.1 General 125
6.5.2 Business Management 125
6.5.3 Policy 126
6.5.4 Research 126
References 127
7 The Emergence of Sustainable Innovations: Key Factors and Regional Support Structures 128
7.1 Introduction 128
7.2 Sustainable Innovations and Firms Needs 130
7.3 Functions of Regional Innovations Systems and Support Structures 133
7.4 Analysis of Sustainable Innovations 133
7.4.1 What Are the Suppport Needs of Firms in Sustainable Innovation Processes? 137
7.4.2 How Do These Needs Differ Across Types of Firms and Innovations, e.g. SMEs vs Large Firms, and More Incremental vs Sustainable (Radical) Innovations? 141
7.4.3 How Effective Are Regional Support Actors in Providing Functions in Sustainable Innovation Processes? 142
7.5 Discussion and Conclusions 143
References 145
8 Disruption or Sustenance? An Institutional Analysis of the Sustainable Business Network in West Michigan 147
8.1 Introduction 147
8.2 Conceptual Crossroads: The Intersection of Innovation, Sustainability, and Regional Development 148
8.2.1 Understanding Innovation 149
8.2.2 Muddling Toward Sustainability 151
8.2.3 Scaling Up Through Networks 152
8.3 Understanding the Role of Institutions in Fostering Innovation for Sustainability 153
8.4 A Brief Institutional Analysis of the West Michigan Region (Michigan, USA) 156
8.4.1 Methodology 156
8.4.2 Exogenous Variables 158
8.4.2.1 Biophysical and Material Conditions 158
8.4.2.2 Attributes of Community 159
8.4.2.3 Rules 159
8.4.3 Action Arena/Interactions 160
8.4.4 Outcomes 163
8.4.5 Evaluation 164
8.5 Conclusions/Areas for Further Research 165
References 166
9 Regional Perspectives on Capacity Building for Ecodesign Insights from Wales 170
9.1 Introduction and Context 170
9.2 Ecodesign Practice 171
9.2.1 Ecodesign and Sustainable Regional Development 172
9.3 Theoretical Framework 174
9.3.1 Systems Failure 174
9.3.2 System Failure and Ecodesign in SMEs 176
9.4 Methodology 179
9.4.1 Initiative Process Model 179
9.5 Preliminary Results 181
9.5.1 Presentation of the Cases 183
9.6 Box 9.1 Case Study Company A 181
9.5.1 Company A (Micro-SME) 184
9.5.1 Company A and the Environment 184
9.5.1 Initial Outcomes 184
9.6 Box 9.2 Case Study Company B 181
9.5.1 Company B (Mid-Range SME) 184
9.5.1 Company B and the Environment 185
9.5.1 Initial Outcomes 185
9.6 Box 9.3 Case Study Company C 181
9.5.1 Company C (Mid-Range SME) 185
9.5.1 Company C and the Environment 185
9.5.1 Initial Outcomes 186
9.6 Box 9.4 Case Study Company D 181
9.5.1 Company D (Upper-Range SME) 186
9.5.1 Company D and the Environment 186
9.5.1 Initial Outcomes 187
9.5.2 Initial Analysis 187
9.5.2.1 Capacity 188
9.5.2.2 Endogenous Change and Adaptation 188
9.5.2.3 Performance 189
9.5.2.4 Interaction 190
9.6 Discussion and Conclusions 190
References 192
10 Fostering Responsible Tourism Business Practices Through Collaborative Capacity-Building 195
10.1 Introduction 195
10.2 Background 198
10.3 The Projects 199
10.3.1 Caravan & Camping Industry Association Gumnut Awards
10.3.2 The Sea Change for Sustainable Tourism Program 201
10.4 Evaluation of the Programs 201
10.5 Successes, Limitations and Barriers in Each Project 203
10.5.1 The CCIA Gumnut Awards 203
10.5.2 Sea Change for Sustainable Tourism 205
10.6 Reviewing Processes, Constructing Partnerships and Improving Theory and Practice 207
10.7 Conclusion 210
References 211
11 Backcasting Using Principles for ImplementingCradle-to-Cradle 212
11.1 Introduction 212
11.2 Cradle-to-Cradle 213
11.3 Current Status of Cradle-to-Cradle Implementation in the Netherlands 215
11.4 The Framework for Strategic Sustainable Development 216
11.4.1 Success 218
11.4.2 Strategy: Backcasting and Strategic Guidelines 218
11.4.3 Actions and Tools 219
11.5 Supporting Cradle-to-Cradle with the Framework for Strategic Sustainable Development 219
11.6 Principles for Cradle-to-Cradle and FSSD 220
11.7 Backcasting Using the Cradle-to-Cradle Concept 221
11.8 Synergetic Nature of Cradle-to-Cradle and the FSSD 223
References 224
12 Corporate Strategies for Sustainable Innovations 226
12.1 Introduction 227
12.2 Theoretical Background 227
12.3 Research Method 229
12.4 Comparative Findings 231
12.5 Organisational Factors 231
12.6 Cultural Factors 233
12.7 External Factors 234
12.8 Discussion 235
12.9 Recommendations and Conclusion 237
References 239
13 Strategic Alliances for Environmental Protection 242
13.1 Introduction 242
13.2 Understanding Strategic Alliance Formation 243
13.2.1 Resource-Based Explanations 244
13.2.2 Institutional Explanations 245
13.3 Dynamic Stategic Alliance Orientation 246
13.4 Relationship Between Strategic Alliances and Firms Adoption of Environmental Strategies 247
13.4.1 Types of Environmental Strategy 248
13.4.2 Strategic Alliances and Environmental Strategy 250
13.4.2.1 Proposition 1: Competency-Oriented Alliances Tend to Associate with More Proactive Environmental Strategies 251
13.4.2.2 Proposition 2: Legitimacy-Oriented Alliances Tend to Associate with Less Proactive Environmental Strategies 252
13.5 Conclusion 252
References 253
14 Towards Sustainability Through Collaboration Between Industrial Sectors and Government: The Mexican Case 256
14.1 Introduction 256
14.2 Literature Review 258
14.3 Environmental Management and Voluntary Approach in Mexico 260
14.4 Explorative Survey of Attitudes Towards the Application of Negotiated Agreements in Mexico 262
14.5 Results and Discussion of Data 264
14.5.1 Evaluating Mexican Environmental Policy and Options for Improvement 264
14.5.1.1 Better Instrumentation 265
14.5.1.2 Improving Implementation 265
14.5.2 Expectations to Be Met by Negotiated Agreements Ambition of Negotiated Agreements 266
14.5.2.1 Efficiency of Negotiated Agreements 267
14.5.2.2 Positive Side-Effects of Negotiated Agreements 268
14.5.3 Feasibility of Negotiated Agreements in Mexico 269
14.6 Summary and Conclusions 270
References 271
Index 274

"Chapter 3 Partnerships and Sustainable Regional Innovation Systems: Special Roles for Universities? (p. 41-42)

Martin Lehmann, Per Christensen, and Björn Johnson

Abstract The notion of Public–Private Partnerships (P3) is ambiguous. To date, however, there has been little emphasis on universities in this connection, and their roles (if any) are still somewhat unclear. The question we ask, therefore, is: What is or could be the role of universities in P3s? In this chapter, the first part is dedicated to the discussion and clarification of the concept of public–private partnerships. The role of universities if and when actively participating in ‘life outside the ivory tower’ is addressed. These partnerships are also discussed in a regional context.

With the point of departure in innovation theory, we combine ‘sustainable development’ with the Regional System of Innovation approach to propose a new concept – Sustainable Regional Innovation System – in which regional initiatives such as Public–Private– (Academic) Partnerships play an integrated role, not least in the context of ‘learning and innovation for sustainable development’.

Two cases are presented to underline the importance of what is signified as Public–Private–Academic Partnerships (PPAP); i.e., partnerships, where universities are given – or take on themselves – a specific role. In such partnerships, we argue, mediation is a major function of universities, including both the provision of new knowledge and the conciliation of opposing views, and universities thus act as catalytic and institutionalizing entities.

3.1 Introduction

Partnerships emerge through mutual trust and commitment and as a result of social relationships and power relations. In terms of sustainable development, partnerships,  especially Public–Private Partnerships (P3), should be one of the new pivotal mechanisms of greening. The notion underpins the shift in regulatory regimes that, through political and ecological modernization, has been going on for more than a decade.

The World Summit on Sustainable Development (WSSD) in Johannesburg in 2002 actively promoted the establishment of such partnerships, which, on the one side, should revolve around sustainable development as a goal, and on the other, the voluntary collaboration between communities, governments, businesses and NGOs to achieve this goal.

The diversity and range of scholarship in the field is considerable and includes, for example, studies on partnerships in the US prison system (Schneider, 1999), global partnerships in health and for health development (e.g., Bazzoli et al., 1997; Buse & Walt, 2000), partnerships for urban governance (e.g., Pierre, 1998), partnerships for environmental management (e.g., Glasbergen, 1998, 1999; Manring, 2007), and partnerships for sustainable development (e.g., von Malmborg, 2003; Roome, 2001)."