Self-Organisation Perspective to Responsible Innovation in Industry

CITATION

Čeičytė, J., & Petraitė, M. (2017). Self-Organisation Perspective to Responsible Innovation in Industry. Organizacijø Vadyba: Sisteminiai Tyrimai, 78(1), 21–32.

For library access / research help in a similar topic: anyangoceline19@gmail.com 

ABSTRACT
Based on scientific literature analysis, the article examines the complex nature of the responsible innovation
concept and provides the conceptual integration of a self-organisation perspective into the concept of
responsible innovation within industry. Self-organisation characteristics are presented and argued as useful
constructs for a better understanding of responsible innovation processes.


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Assessing Corporate Sustainability integration for corporate self-reflection

CITATION

Witjes, S., Vermeulen, W., & Cramer, J. (2017). Assessing Corporate Sustainability integration for corporate self-reflection. Resources, Conservation & Recycling, 127(C), 132–147.

For library access / research help in a similar topic: anyangoceline19@gmail.com 

ABSTRACT
This article aims to shed light on mechanisms to integrate a strategy on Corporate Sustainability in companies.
The analysis is based on a holistic method derived from organisation theory, organisational behaviour theory
and strategic management theory. The process of integration into the organisational system is explored by
analysing the coalescence of organisational continuous improvement, structure and culture. The coherent use of
integration mechanisms is defined as key for a successful CS integration. The LEAPFROCS method is presented to
capture the success of integration mechanisms and their application. The method is tested using empirical data
from 2 case studies. The results of the data analysis – the patterns – were validated in discussion with company
representatives. The results show that the process of CS integration is company-specific, as is the selection of
patterns to create a self-reflection of companies on CS integration catalysing future corporate strategies for
improving CS integration into the specific company’s organisational systems


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The potential for “boundary-spanning organisations” in addressing the research-practice gap in sustainability accounting

CITATION

Christ, K., Burritt, R., Guthrie, J., & Evans, E. (2018). The potential for “boundary-spanning organisations” in addressing the research-practice gap in sustainability accounting. Sustainability Accounting, Management and Policy Journal, 9(4), 552–568.

 For library access / research help in a similar topic: anyangoceline19@gmail.com

ABSTRACT
Purpose – The purpose of this paper is to understand the role of boundary-spanning organisations as
intermediary institutions potentially able to close the gap between applied research and practice in
sustainability accounting.
Design/methodology/approach – A review of the literature reveals that boundary organisation theory
provides a potential way of understanding the role of boundary-spanning organisations in the context of the
research–practice gap. The theory is applied in the context of three cases of potential boundary-spanning
organisations involved with sustainability accounting – Chartered Accountants in Australia and New
Zealand, the World Business Council for Sustainable Development and the International Federation of
Accountants.
Findings – Findings from the three cases, which consider the application of boundary organisation theory,
indicate the potential for professional accounting associations to act as sustainability accounting boundaryspanning
organisations has not been realized for four main reasons. These relate to the need for finer
granularity in relation to boundary objects and problem-solving; uncertainty about the range of parties to be
involved as boundary-spanning organisations; the importance of reconciling views about different incentives
for academics and practitioners in the sustainability accounting space; and the necessity for collaboration
with other boundary-spanning organisations to address the transdisciplinary nature of sustainability
accounting.
Practical implications – Development of a way of seeing the relationships between academics and
practitioners in the context of sustainability accounting has two messages for practice and practitioners. First,
with such complex and uncertain issues as sustainability accounting, a transdisciplinary approach to
resolving problems is needed, one which involves practitioners as integral and equal members of research
teams. The process should help bring applied academic and practitioner interests closer together. Second, it
has to be recognised that academics conducting basic research do not seek to engage with practitioners, and
for this group, the academic–practitioner gap will remain.
Social implications – Two main social implications emerge from the application of boundary
organisation theory to analyse the academic–practitioner gap in the context of sustainability accounting.
First, development of boundary organisations is important, as they can play a crucial role in bringing parties
with an interest in sustainability accounting together in transdisciplinary teams to help solve sustainability
problems. Second, collaboration is a foundation for success in the process of integrating applied researchers and practitioners, different disciplines which are relevant to solving sustainability problems and collaboration
between different boundary spanning organisations with their own specialised foci.
Originality/value – This paper considers boundary organisation theory and the role of boundaryspanning
organisations in the context of the complex transdisciplinary problems of sustainability accounting


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Information technology governance framework for improving organisational performance

CITATION

Ako-Nai, A., & Singh, A. (2019). Information technology governance framework for improving organisational performance. South African Journal of Information Management, 21(1), e1–e11.

 For library access / research help in a similar topic: anyangoceline19@gmail.com

ABSTRACT
Background: Following the corporate failures of the 1990s, factors identified as evidence for these
failures extended beyond just weak or ineffective corporate governance models, codes and
legislation. Poor management and oversight of information technology (IT) systems were also
identified as sources of failure as a result of organisations’ significant utilisation and reliance on IT.
For more control and regulations, existing corporate governance codes of practice and the
development thereof were reviewed and reformed. Information technology governance reforms
were then incorporated into corporate governance codes, and IT governance established as a
board-level responsibility. Over the years, studies into board-level IT governance have been limited,
and thus the nature of board-level IT governance and its constitutional aspects are not fully known.
Objectives: The aim of this study was to identify and assess aspects of IT governance implemented
by the boards of companies listed on the Johannesburg Stock Exchange in South Africa.
Method: In-depth, semi-structured interviews were conducted. Interview data was
thematically analysed and key themes identified.
Results: Boards have been effective in terms of IT investments and budgeting, which were
identified as key factors in effecting IT oversight. Boards have delegated most aspects of their
IT governance oversight to board-level risk and audit committees, thus limiting the level and
depth of interrogation of IT oversight by the board. The oversight of board IT governance is
weak in outsourced IT arrangements.
Conclusion: The implementation of board-level IT governance goes beyond prescribed IT
governance principles within corporate governance codes. In effecting their IT governance,
boards consider IT projects that contribute to organisational sustainability and those that
positively add value to stakeholders, such as employees and consumers.


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A Capability Maturity Model for Life Cycle Management at the Industry Sector Level

CITATION

Seidel-Sterzik, H., Mclaren, S., & Garnevska, E. (2018). A Capability Maturity Model for Life Cycle Management at the Industry Sector Level. Sustainability, 10(7).

For library access / research help in a similar topic: anyangoceline19@gmail.com

ABSTRACT
One approach to incorporate environmental sustainability in organisations is the
implementation of Life Cycle Management (LCM). LCM is a comprehensive and integrated approach
for measuring and managing environmental impacts. Successful sector-wide uptake of LCM has the
potential to enable the environmental impacts associated with an industry sector to be efficiently
measured and managed in a continual improvement process. There is an opportunity for the New
Zealand primary sector to strengthen its competitiveness in the global market place by demonstrating
the environmental credentials of its products and supporting the country’s “green and clean”
image. Previous research has identified the barriers and enablers to successful LCM uptake by
New Zealand primary sector Small and Medium sized Enterprises (SMEs) in a sector-based context.
This paper builds on that foundation and presents a Life Cycle Management Uptake Evaluation
Framework (LUEF) that allows both individual organisations and industry sectors to identify the key
factors affecting successful LCM uptake and assess their level of maturity for each factor. The key
factors used in this study are structure, culture, resource availability, LCM strategy, knowledge,
market requirements and communication. The study employed a qualitative methodology and used
face-to-face interviews with different stakeholders in the value chain for the New Zealand kiwifruit
sector to inform the development of the framework. In the framework, each factor is represented
as a maturity scale to allow organisations as well as industry sectors to assess their position on the
scale. This will help them to create a baseline assessment, both for themselves as an organisation,
as well as on an industry sector level. The baseline assessment will allow them to identify areas
for improvements, which can be tracked over time by checking the progress on the scales in the
individual areas. It can also be used as a communication tool for stakeholders in the supply chain
(e.g., growers, post-harvest operators and staff from industry boards). These stakeholders can use
the tool to measure and compare performance, including evaluating their own performance against
the industry average, as well as performance of the industry sector over time. This is useful to
engage these stakeholders and demonstrate that changes (such as reducing carbon footprints) have
a positive impact and lead to progress (as well as highlighting any actions that need to be reviewed
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Total quality management and innovation

CITATION

Maistry, K., Hurreeram, D., & Ramessur, V. (2017). Total quality management and innovation. International Journal of Quality & Reliability Management, 34(3), 418–437.

For library access / research help in a similar topic: anyangoceline19@gmail.com

ABSTRACT
Purpose – The purpose of this paper is to illustrate the relationship between total quality management
(TQM) and innovation and the way each impacts on the performance of agricultural research and
development (R&D) organisations.
Design/methodology/approach – A gap score survey instrument based on the balanced scorecard approach,
25 most commonly reported TQM practices and two types of innovation were considered for data collection.
Structural equation modelling was used for the analysis of the relationships between the surveyed constructs.
Findings – A positive relationship between TQM, innovation and performance was observed. A hypothesised
model depicting the complex relationships between the investigated constructs was developed.
Practical implications – The model, which also predicts total effects of various organisational practices on
performance, provides an opening for developing a TQM-innovation-performance framework for agricultural
R&D organisations.
Originality/value – The survey instrument presents a novel approach for assessment of R&D policies and
practices through determination of gap scores.


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