Table 3. Drivers for implementing SMCS... | Emerald Publishing

Table 3.

Drivers for implementing SMCS

Influential drivers for implementing and applying SMCS	Interview excerpts		Institutional logics
*Driver dependency*	*Stakeholder and regulatory pressure*	IP2: “The financial market, … and of course pressure from environmental NGOs, neighboring residents” IP7: “More and more customer groups demand a certificate of supplying environmental friendly energy and only if you fulfill this prequalification, you can enter the final negotiations. … we do not feel pressure from the regulator. What will come for sure is the carbon footprint” IP8: “Yes, a lot of pressure to perform due to public pressure and indirect also in the perspective of laws. … Whether we call these sustainability goals or compliance to regulators is the same, it is the same account. The public, the legislative, yes regulator-pressure is truly increasing” IP9: “The pressure increases … and comes directly from the (employment) market … and internal employment demands. … Data protection is a big aspect and simply creates regulatory pressure” IP10: “Recently, via lawful obligations through NaDiVeG. The republic of Austria as the main owner is interested in a sustainable company. … regulatory pressure increases …” IP11: “… rating agencies, investors, capital market because they ask more and more about sustainability criteria regarding green finance, NGOs are important… … and clearly the politics, they say climate change is important, you have to do something” NaDiVeG: Sustainability and diversity regulation by the European Union	Compliance and business logic
	*Increasing reputation and legitimacy*	Could not be confirmed as a driver for Austrian public EUC
	*Organizational change, innovation and improved performance*	IP5: “… I see a strong change regarding introduced ideas, everyone is part of it and is engaged to initiate change” IP7: “We have an own SOKO-Innovation … It is now a separate division” IP8: “Renewable energies are more and more demanded. … I myself was able to participate a few years to build an innovation management” IP9: “We have internal support programs for women … with mentoring programs. … internal managers that offer to be a mentor to new (female) employees, give them continuous feedback and coach them through carrier planning” IP10: “… (our) CEO emphasized on innovation and founded a center of competencies for … environmental research and major innovation topics, such as electric mobility or hydrogen (energy). … Innovations that also contribute to sustainable development, foremost climate change, are very important. You can say, that our innovation strategies are very strongly influenced by our sustainable organizational strategies” IP11: “…you can see the change. First the three (TBL) columns … and now the circular model (corporate responsibility department). … The circle consists of the corporate responsibility committee (including) the CEO, department heads of all areas and business units and the CFO” SOKO: Austrian term for Special Investigation	Business and compliance logic
	Shared *sustainability values between the board and top-management*	IP5: “It is really clearly communicated to all employees and managers that it (SM) is an important matter to the executive board. Sustainability not just in the financial area but also in the social and community (aspect). We build water-plants, photovoltaic systems and focus on ecological and economical projects” IP7: “… the motivation of management and also my motivation is to implement that sustainability in the company because it is a key-factor of success” IP10: “This is a great intrinsic motivation for me to work for a green company and significantly contribute to solve the challenges of our times” IP11: “I am interested in the company because it is already very sustainable. … We are very proactive and push, we go to departments and demand (to comply to) ratings, we want to do that, take care of it” IP12: “This is homemade pressure, the board recognizes that. … we voluntary admitted to that pressure. … there is an intrinsic motivation for where you work, I see that, I value that (green company)”	Community and business logic

Influential drivers for implementing and applying SMCS	Interview excerpts		Institutional logics
Driver dependency	Stakeholder and regulatory pressure	IP2: “The financial market, … and of course pressure from environmental NGOs, neighboring residents”IP7: “More and more customer groups demand a certificate of supplying environmental friendly energy and only if you fulfill this prequalification, you can enter the final negotiations. … we do not feel pressure from the regulator. What will come for sure is the carbon footprint”IP8: “Yes, a lot of pressure to perform due to public pressure and indirect also in the perspective of laws. … Whether we call these sustainability goals or compliance to regulators is the same, it is the same account. The public, the legislative, yes regulator-pressure is truly increasing”IP9: “The pressure increases … and comes directly from the (employment) market … and internal employment demands. … Data protection is a big aspect and simply creates regulatory pressure”IP10: “Recently, via lawful obligations through NaDiVeG. The republic of Austria as the main owner is interested in a sustainable company. … regulatory pressure increases …”IP11: “… rating agencies, investors, capital market because they ask more and more about sustainability criteria regarding green finance, NGOs are important… … and clearly the politics, they say climate change is important, you have to do something”NaDiVeG: Sustainability and diversity regulation by the European Union	Compliance and business logic
	Increasing reputation and legitimacy	Could not be confirmed as a driver for Austrian public EUC
	Organizational change, innovation and improved performance	IP5: “… I see a strong change regarding introduced ideas, everyone is part of it and is engaged to initiate change”IP7: “We have an own SOKO-Innovation … It is now a separate division”IP8: “Renewable energies are more and more demanded. … I myself was able to participate a few years to build an innovation management”IP9: “We have internal support programs for women … with mentoring programs. … internal managers that offer to be a mentor to new (female) employees, give them continuous feedback and coach them through carrier planning”IP10: “… (our) CEO emphasized on innovation and founded a center of competencies for … environmental research and major innovation topics, such as electric mobility or hydrogen (energy). … Innovations that also contribute to sustainable development, foremost climate change, are very important. You can say, that our innovation strategies are very strongly influenced by our sustainable organizational strategies”IP11: “…you can see the change. First the three (TBL) columns … and now the circular model (corporate responsibility department). … The circle consists of the corporate responsibility committee (including) the CEO, department heads of all areas and business units and the CFO” SOKO: Austrian term for Special Investigation	Business and compliance logic
	Shared sustainability values between the board and top-management	IP5: “It is really clearly communicated to all employees and managers that it (SM) is an important matter to the executive board. Sustainability not just in the financial area but also in the social and community (aspect). We build water-plants, photovoltaic systems and focus on ecological and economical projects”IP7: “… the motivation of management and also my motivation is to implement that sustainability in the company because it is a key-factor of success”IP10: “This is a great intrinsic motivation for me to work for a green company and significantly contribute to solve the challenges of our times”IP11: “I am interested in the company because it is already very sustainable. … We are very proactive and push, we go to departments and demand (to comply to) ratings, we want to do that, take care of it”IP12: “This is homemade pressure, the board recognizes that. … we voluntary admitted to that pressure. … there is an intrinsic motivation for where you work, I see that, I value that (green company)”	Community and business logic