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In: Administrative science quarterly: ASQ, Band 58, Heft 2, S. 296-299
ISSN: 1930-3815
In: Administrative science quarterly: ASQ ; dedicated to advancing the understanding of administration through empirical investigation and theoretical analysis, Band 58, Heft 2, S. 296-299
ISSN: 0001-8392
In: Administrative science quarterly: ASQ ; dedicated to advancing the understanding of administration through empirical investigation and theoretical analysis, Band 58, Heft 2, S. 296-299
ISSN: 0001-8392
In: Innovation Policy and the Economy, Band 18, S. 27-51
ISSN: 1537-2618
Increasingly, business leaders are tasked with developing new products, services, and business models that minimize environmental impact while driving economic growth. It's a tall order-and a call that is only getting louder. In Can Business Save the Earth?, Michael Lenox and Aaron Chatterji explain just how the private sector can help. Many believe that markets will inevitably demand sustainable practices and force them to emerge. But Lenox and Chatterji see it differently. Based on more than a decade of research and work with companies, they argue that a bright green future is only possible with dramatic innovation across multiple sectors at the same time. To achieve this, a broader ecosystem of players-including inventors, executives, customers, investors, activists, and governments-all must play a role. The book outlines how and the extent to which each group can serve as a driver of green growth. Then, Lenox and Chatterji identify where economic incentives currently exist, or could exist with institutional change, and ultimately address the larger question of how far well-coordinated efforts can take us in addressing the current environmental crisis
In: NBER Working Paper No. w26278
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In: Harvard Business School Technology & Operations Mgt. Unit Working Paper No. 16-100
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In: Hawn, O., Chatterji, A. K., & Mitchell, W. (2018). Do investors actually value sustainability? New evidence from investor reactions to the Dow Jones Sustainability Index (DJSI). Strategic Management Journal, 39(4), 949-976. doi:doi:10.1002/smj.2752
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In: CESifo Working Paper Series No. 4493
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In: Organization science, Band 23, Heft 4, S. 971-987
ISSN: 1526-5455
The extensive academic literature on innovation has long recognized product users as a potentially important source of ideas. Although prior work has primarily focused on understanding the unique motivations and knowledge that allow users to generate their own innovations, we extend existing theory to investigate the contribution of users to corporate invention. We draw on the knowledge-based view of the firm, evolutionary theory, and the user innovation literature to theorize that corporate inventions that integrate user knowledge will be of greater importance, contribute to a broader set of follow-on technologies, and occur earlier in the product life cycle than other corporate inventions do. We test these propositions with a large data set of medical device inventions. We find support for our predictions and discuss the implications of our results for the theoretical and empirical literature on organizational innovation.
In: IZA Discussion Paper No. 5726
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In: NBER Working Paper No. w28105
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