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 |
As a benefit of your subscription, you can share temporary access to restricted articles.
Each link will stop working after 30 days or 10 uses. You may create up to 10 links in a 30 day period.
Please sign in to your personal account to gift article access.
As a benefit of your subscription, you can share temporary access to restricted articles.
Each link will stop working after 30 days or 10 uses. You may create up to 10 links in a 30 day period.
Gift articles remaining: --
Each link will stop working after 30 days or 10 uses. You may create up to 10 links in a 30 day period.
Gift articles remaining: --
As a benefit of your subscription, you can share temporary access to restricted articles.
Each link will stop working after 30 days or 10 uses.
You have reached the limit of 10 links within a 30 day period.
Sharing content requires targeting cookies to be enabled. Please update your cookie preferences to use this feature.