The Five most effective models associated with the model of future potential organizations’ functioning
| # | Author(s)/Year | Title | Keywords of the model | Comparison with the concept of future potentiality |
|---|---|---|---|---|
| 1 | Carter and Rogers (2008) | A framework of sustainable supply chain management: moving toward new theory | Social performance; economic performance; environmental performance; strategy; culture; transparency | +: Considers all elements of its environment and determines possible forms of intervention –: Performance-based approach |
| 2 | Oliver (1997) | Sustainable competitive advantage: combining institutional and resource-based views | Sustainable competitive advantage; economic rationality; firm heterogeneity; isomorphism pressures | +: Emphasizes the role of traditions and organizational culture in sustainability –: Emphasizes the sustainability of organizational operations and its processes, rather than its internal frameworks |
| 3 | Schaltegger and Wagner (2011) | Sustainable entrepreneurship and sustainability innovation: Categories and interactions | Sustainable entrepreneurship; social contributions; integrating sustainability; focus on social issues | +: Associates sustainable innovation with sustainable entrepreneurial activity as an expectation –: Does not analyze the internal characteristics of organizations |
| 4 | Adams et al. (2016) | Sustainability-oriented innovation: a systematic review | Whole system problem-solving; collaborative process platforms; learning from experimentation | +: Sustainable innovation can only be achieved by consciously constructing the entire system as a whole –: Partially takes interpersonal variables into account, but not comprehensively |
| 5 | Stubbs and Cocklin (2008) | Conceptualizing a “sustainability business model” | Structural attributes; cultural attributes; socioeconomic environment; internal organizational capabilities | +: Considers more than 20 variables addressing both internal and external factors –: Does not address differences arising from individual characteristics |
| # | Author(s)/Year | Title | Keywords of the model | Comparison with the concept of future potentiality |
|---|---|---|---|---|
| 1 | A framework of sustainable supply chain management: moving toward new theory | Social performance; economic performance; environmental performance; strategy; culture; transparency | +: Considers all elements of its environment and determines possible forms of intervention –: Performance-based approach | |
| 2 | Sustainable competitive advantage: combining institutional and resource-based views | Sustainable competitive advantage; economic rationality; firm heterogeneity; isomorphism pressures | +: Emphasizes the role of traditions and organizational culture in sustainability –: Emphasizes the sustainability of organizational operations and its processes, rather than its internal frameworks | |
| 3 | Sustainable entrepreneurship and sustainability innovation: Categories and interactions | Sustainable entrepreneurship; social contributions; integrating sustainability; focus on social issues | +: Associates sustainable innovation with sustainable entrepreneurial activity as an expectation –: Does not analyze the internal characteristics of organizations | |
| 4 | Sustainability-oriented innovation: a systematic review | Whole system problem-solving; collaborative process platforms; learning from experimentation | +: Sustainable innovation can only be achieved by consciously constructing the entire system as a whole –: Partially takes interpersonal variables into account, but not comprehensively | |
| 5 | Conceptualizing a “sustainability business model” | Structural attributes; cultural attributes; socioeconomic environment; internal organizational capabilities | +: Considers more than 20 variables addressing both internal and external factors –: Does not address differences arising from individual characteristics |
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