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 corporations (SMEs) undertake environmental suggestions? have they got the mandatory inner competence? Is any aid provided by means of exterior events (i.e. community involvement)? What are the coverage implications? This booklet relies on huge fieldwork, performed in 4 conventional commercial sectors: offset printing, electroplating, cloth completing, and commercial portray. The paintings was once conducted in Denmark, Italy, the Netherlands, Portugal and the united kingdom. Twenty company-based case stories have been analyzed and a mobile survey used to be carried out between 527 businesses. consequently, the Innovation Triangle got here to be formulated, that's offered 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 will be potent in expanding the adoption of environmentally pleasant applied sciences, permitting environmental targets 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

Example text

If not, the adoption of an innovation would mean changes requiring a considerable degree of flexibility. Particularly in the case of SMEs, such a flexibility may be extremely difficult to realise. The case studies affirmed that that adoption process and its internal consequences strongly depends on the type of technology, as discussed before. It makes a great difference if a technology is frontier, best practice or average practice or if it involves a radical innovation or just a small step within a long-standing trajectory.

On the other hand, another case study involved an electroplating firm which had made environment a key element of its strategy, which served as a competition parameter. Competences built up enabling the firm to develop interactive learning relationships with advanced customers . In between, there were instances of proactive compliance focusing on rational long-term environmental investment or environmental measures as part of a technology-based strategy. Generally speaking, however, company investment behaviour could frequently be interpreted as moving away from initial environmental motives (which may have been created by external pressure) towards acting in accordance with traditional econom ic rationality.

For each case study, five interviews were to be held. The items (Which refer to the focal company and the adopted innovation) to be discussed during the interviews were as follows. g. incremental or radical, end-of-pipe or processintegrated), motives, problems to be solved, regulatory impact on the innovation, links between health & safety and environmental effects, trends in technological development and markets, perception of one's position vis-A-vis fellow-entrepreneurs in terms of technological advancement • Resultsattributable to the adoptedinnovation Topics: impacts of the innovation (economic, social, cultural, organisational, networkrelated), cost structure, market share, competitive position and pressure, policy issues, environmental motives • Role of the technological networkin the adoptionprocess Topics: sources of information, internal and external stakeholders.

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