Developing eco-innovations: a three-stage typology of supply networks

This paper uses grounded theory to develop and deepen our understanding of eco-innovation. It presents, through a series of four propositions, a three-stage supply network typology to help scholars and managers consider how best to develop these innovations. This typology was constructed by reviewin...

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Published inJournal of cleaner production Vol. 112; pp. 1948 - 1959
Main Authors Roscoe, Samuel, Cousins, Paul D., Lamming, Richard C.
Format Journal Article
LanguageEnglish
Published Elsevier Ltd 20.01.2016
Subjects
Conceptual framework
Eco-innovation
Industrial networks
Supply chain management
Supply networks
Sustainability
Conceptual framework
Supply chain management
Supply networks
Eco-innovation
Sustainability
Industrial networks
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Abstract This paper uses grounded theory to develop and deepen our understanding of eco-innovation. It presents, through a series of four propositions, a three-stage supply network typology to help scholars and managers consider how best to develop these innovations. This typology was constructed by reviewing existing sustainability frameworks that argued that innovation was a key factor in sustainability. Moreover we found little consideration given on how to discover and develop eco-innovations. The literature proposes that a firm with strong ties with a few strategic suppliers will benefit from the knowledge and technology that spills over from suppliers to the firm during the new product development process. In contrast, the network literature explains that the creation of multiple weak ties to non-strategic suppliers may increase opportunities for identifying innovation. The network literature further suggests a third and potentially more promising route: building weak ties to suppliers that bridge ‘structural holes’ in the network. We suggest that strong ties with strategic suppliers will lead to the development of incremental eco-innovations while weak ties with multiple suppliers and with suppliers that bridge structural holes will tend to lead to radical eco-innovations. Finally, we suggest that once eco-innovations are developed they should be embedded in the operational processes of other suppliers to increase the sustainability performance of the focal firm. •We develop a three stage supply network typology for developing eco-innovations.•Strong ties to strategic suppliers lead to incremental eco-innovations.•Weak ties to multiple suppliers lead to radical eco-innovations.•Weak ties to suppliers bridging structural holes lead to radical eco-innovations.•Embedding eco-innovation in supplier operations improves sustainability performance.
AbstractList This paper uses grounded theory to develop and deepen our understanding of eco-innovation. It presents, through a series of four propositions, a three-stage supply network typology to help scholars and managers consider how best to develop these innovations. This typology was constructed by reviewing existing sustainability frameworks that argued that innovation was a key factor in sustainability. Moreover we found little consideration given on how to discover and develop eco-innovations. The literature proposes that a firm with strong ties with a few strategic suppliers will benefit from the knowledge and technology that spills over from suppliers to the firm during the new product development process. In contrast, the network literature explains that the creation of multiple weak ties to non-strategic suppliers may increase opportunities for identifying innovation. The network literature further suggests a third and potentially more promising route: building weak ties to suppliers that bridge ‘structural holes’ in the network. We suggest that strong ties with strategic suppliers will lead to the development of incremental eco-innovations while weak ties with multiple suppliers and with suppliers that bridge structural holes will tend to lead to radical eco-innovations. Finally, we suggest that once eco-innovations are developed they should be embedded in the operational processes of other suppliers to increase the sustainability performance of the focal firm. •We develop a three stage supply network typology for developing eco-innovations.•Strong ties to strategic suppliers lead to incremental eco-innovations.•Weak ties to multiple suppliers lead to radical eco-innovations.•Weak ties to suppliers bridging structural holes lead to radical eco-innovations.•Embedding eco-innovation in supplier operations improves sustainability performance.
Author Roscoe, Samuel
Cousins, Paul D.
Lamming, Richard C.
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  givenname: Samuel
  surname: Roscoe
  fullname: Roscoe, Samuel
  email: s.roscoe@sussex.ac.uk
  organization: The University of Sussex, School of Business, Management and Economics, Brighton BN1 9SL, United Kingdom
– sequence: 2
  givenname: Paul D.
  surname: Cousins
  fullname: Cousins, Paul D.
  email: paul.cousins@mbs.ac.uk
  organization: The University of Manchester, Manchester Business School, Booth Street West, Manchester M15 6PB, United Kingdom
– sequence: 3
  givenname: Richard C.
  surname: Lamming
  fullname: Lamming, Richard C.
  email: richard.lamming@mbs.ac.uk
  organization: The University of Manchester, Manchester Business School, Booth Street West, Manchester M15 6PB, United Kingdom
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Eco-innovation
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Snippet This paper uses grounded theory to develop and deepen our understanding of eco-innovation. It presents, through a series of four propositions, a three-stage...
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SubjectTerms Conceptual framework
Eco-innovation
Industrial networks
Supply chain management
Supply networks
Sustainability
Title Developing eco-innovations: a three-stage typology of supply networks
URI https://dx.doi.org/10.1016/j.jclepro.2015.06.125
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