Maria Rosaria Marcone – Department of Management, Marche Polytechnic University, P.le Martelli, n. 8; 60121 Ancona, Italy
DOI: https://doi.org/10.31410/ERAZ.2019.373
5th International Conference – ERAZ 2019 – KNOWLEDGE BASED SUSTAINABLE DEVELOPMENT, Budapest – Hungary, May 23, 2019, CONFERENCE PROCEEDINGS
Published by: Association of Economists and Managers of the Balkans – Belgrade, Serbia
Conference partners: Faculty of Economics and Business, Mediterranean University, Montenegro; University of National and World Economy – Sofia, Bulgaria; Faculty of Commercial and Business Studies – Celje, Slovenia; Faculty of Applied Management, Economics and Finance โ Belgrade, Serbia;
ISBN 978-86-80194-20-2, ISSN 2683-5568, DOI: https://doi.org/10.31410/ERAZ.2019
Abstract
Many firms attribute strategic importance to environmental issues. Among the firms that
adopt this strategy, we can mention those that use the residues or waste of the processing cycles in
further industrial transformation processes. The research work is focused on the study of an explanatory
case of sustainability of the production process. As regards the methodology used, an excellent
business case was analysed, and an interpretative, qualitative approach has been chosen. Although this
is a research that is still in progress, some theoretical and conceptual systems can be proposed here.
Key words
sustainability, supply chain integration, operations.
References
[1] Crossan, M.M., Apaydin, M. (2010). A multi-dimensional framework of organizational
innovation: a systematic review of the literature, Journal of Management Studies, 47(6),
pp. 1154-1191.
[2] Foss, N.J., Saebi, T. (2018). Business models and business model innovation: between
wicked and paradigmatic problems, Long Range Planning, 51(2), pp. 200-227.
[3] Terjesen, S., Patel, P.C. (2017). In search of process innovations: the role of search depth,
search breadth, and the industry environment, Journal of Management, 4(5), pp. 1421-
1446.
[4] Trantopoulos, K., von Krogh, G., Wallin, M.W., Woerter, M. (2017). External knowledge
and information technology: implications for process innovation performance, Management
Information Systems Quarterly, 41(1), pp. 287-300.
[5] Snihur Y., Wiklund J. (2019). Searching for innovation: Product, process, and business
model innovations and search behavior in established firms, Long Range Planning, 52(3),
pp. 305-325.
[6] Markides, C.C. (2013). Business model innovation: what can the ambidexterity literature
teach us?, Academy of Management Perspectives, 27(4), pp. 313-323.
[7] Brunswickera S., Schecter A. (2019). Coherence or flexibility? The paradox of change for
developersโ digital innovation trajectory on open platforms, Research Policy, 48(8), pp.
1-16.
[8] Bucherer, E., Eisert, U., Gassmann, O. (2012). Towards systematic business model innovation:
lessons from product innovation management, Creative Innovation Management
21(2), pp. 183-198.
[9] Hock M., Clauss T., Schulz E. (2015). The Impact of Organizational Culture on a Firmโs
Capability to innovate the Business Model, R&D Management, 46(3), pp. 433-450.
[10] Parmigiani, A., Rivera-Santos, M. (2011). Clearing a path through the forest: A meta-review
of inter-organizational relationships, Journal of Management, 37(4), pp. 1108-1136.
[11] Cao, Z., Lumineau, F. (2015). Revisiting the interplay between contractual and relational
governance: A qualitative and meta-analytic investigation, Journal of Operations Management,
33-34 (January), pp. 15-42.
[12] Gรถlgeci, I., Murphy, W. H., Johnston, D. A. (2018). Power-based behaviors in supply
chains and their effects on relational satisfaction: A fresh perspective and directions for
research, European Management Journal, 36(3), pp. 278-287.
[13] Flynn B.B., Baofeng B., Zhao X. (2010). The Impact of supply Chain Integration on Performance:
A Contingency and Configuration Approach, Journal of Operations Management,
28(1), pp. 58-71.
[14] Cao M., Zhang Q. (2011), Supply Chain collaboration: Impact on collaborative Advantage
and Firm Performance, Journal of Operations Management, 29(3), pp. 163-180.
[15] Schoenherr T., Swink M. (2012). Revisiting the Arcs of Integration: Cross-validations and
Extensions, Journal of Operations Management, 34(1-2), pp. 99-115.
[16] Yin, R. (2008). Applications of Case Study Research. CA: SAGE Publications, Thousand
Oaks.
[17] Ellram, L. M. (1996). The use of the case study method in logistics research, Journal of
Business Logistics, 17(2), pp. 93-138.
[18] Henneberg, S., Mouzas, S., Naudรฉ, P. (2010). Sense-making and management in business
networks: Some observations, considerations, and a research agenda, Industrial Marketing
Management, 39(3), pp. 355-360.
[19] Spieth P., Schneckenberg D., Matzler K. (2016). Exploring the Linkage between Business
Model & Innovation and the Strategy on the Firm, R&D Management, 46(3), pp. 403-413.
[20] Teece D.J. (2010). Business Model, Business Strategy and Innovation, Long Range Planning,
43(2-3), pp. 172-194.
[21] Zott C., Amit R. (2010). Business Model Design: An Activity System Perspective, Long
Range Planning, 43(2-3), pp. 216-226.
[22] Hรฅkansson, H., Ford, D. (2002). How should companies interact in business networks?,
Journal of Business Research, 55(2), pp. 133-139.