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Eco-innovation is any form of product, process or organisational innovation that contributes towards sustainable development. Firms can eco-innovate in a variety of ways. The purpose of this paper is to identify nine different eco-innovation activities – including such items as reducing material use per unit of output, reducing energy use per unit of output, reducing carbon dioxide (CO₂) “footprint” – and the authors ask whether these act as substitutes or complements to one another.

Eco-innovation is any form of product, process or organisational innovation that contributes towards sustainable development. Firms can eco-innovate in a variety of ways. In this paper the authors identify nine different eco-innovation activities – including such items as reducing material use per unit of output, reducing energy use per unit of output, reducing CO₂ “footprint” – and the authors ask whether these act as substitutes or complements to one another.

Introducing only one eco-innovation activity has little payoff (in terms of turnover per worker) with only those firms who reduce their CO₂ “footprint” having higher levels of turnover per worker. When introducing more than one eco-innovation activity the authors find that certain eco-innovation activities complement one another (e.g. reducing material use within the firm at the same time as improving the ability to recycle the product after use) others act as substitutes (e.g. reducing material use within the firm at the same time as recycling waste, water or materials within the firm).

The results suggest that firms can maximise their productive capacity by considering specific combinations of eco-innovation. This suggests that firms should plan to introduce eco-innovation which act as complements, thereby, boosting productivity. It also suggests that eco-innovation stimuli, introduced by policy makers, should be targeted at complementary eco-innovations.

The paper analyses whether eco-innovations act as complements or substitutes. While a number of studies have analysed the importance of eco-innovation for firm performance, few have assessed the extent to which diverse types of eco-innovation interact with each other to complement or substitute for one another.

Recent reports argue that eco‐innovation is the key to realising growth. The purpose of this paper is to examine the factors which drive eco‐innovation and test if eco‐innovating firms perform better than non‐eco‐innovating firms. The paper provides insights into the role government regulation can play in directing and stimulating eco‐innovation.

The approach utilised by this paper is empirical in nature. Using a sample of 2,181 firms, gathered as part of the Irish Community Survey 2006‐2008, the authors estimate a modified innovation production function in order to assess the impact of regulation, consumer expectations and voluntary agreements on the performance of eco‐innovation, subsequently a knowledge augmented production function is estimated to assess the impact of eco‐innovation on firm performance.

The findings suggest that regulation and customer perception can explain a firm's decision to engage in eco‐innovation. Eco‐innovation is also found to be more important than non‐eco‐innovation in determining firm performance.

Due to the limited availability of accounting data this paper uses turnover per worker as the measure of firm performance. As a result, it is not possible to assess the impact of eco‐innovation on firm costs.

The finding that regulation drives eco‐innovation, and that there is no trade‐off between eco‐innovation and higher profit margins for innovating firms, suggests that regulators and policy makers can stimulate growth and create a greener society.

This paper provides an empirical analysis of the Porter and van der Linde's theory of environmental regulation and firm performance using novel real world data from over 2,000 Irish businesses.

The purpose of this paper is to examine the supportive aspects of a team approach for a remote mental health team that report high stability in senior clinical roles, in a region where voluntary turnover is typically high.

This qualitative research study examines the reflections of team members on their role and job characteristics through informal semi-structured interviews.

The extant themes identified as supportive aspects of the team approach included engagement and both personal and professional support. The intrinsic role of support in remote work environments, and the impact of intrinsic job satisfaction through client-focussed practices further supported low turnover, improved stability and consistency of service provision.

Continued support for existing experienced health professionals will contribute to workforce stability in remote regions where needs are complex and continuity of care is improved by consistent, reliable services. With health professionals working in remote Australia reporting high levels of job satisfaction; it follows that the next steps involve minimising dissatisfaction through effective workforce support mechanisms. Health professionals already working in remote regions, suggest that this is about engagement and personal and professional support through flexible work systems. While the findings of this study may not be generalisable, the authors suggest that these supportive aspects are transferable to other multi-disciplinary team settings.

The present study aims to analyse sport entrepreneurs' passions and motivations to start a sport business. It answers calls from the literature to investigate sector-specific entrepreneurship ventures and expand the scope of sport entrepreneurship to innovative sport business owners.

Twenty-six entrepreneurs based in Scotland who started a sport business have been surveyed and 8 entrepreneurs were interviewed.

Participants demonstrated a high inclination for self-employment mainly following pull factor reasons such as career change. Their passion for sport, inventing and work played an influential role in their decision to start and grow their business. Some sport entrepreneurs also aimed to pursue higher goals through their innovative sport product or service by contributing to a social cause, which closely aligns with social entrepreneurship.

This study theoretically contributes to the literature by illuminating the specificities of sport entrepreneurship and how passion – as both an antecedent and an outcome – affects the motivational state of sport entrepreneurs.

This paper aims at revealing the process of identity reconstruction for individuals who have acquired sensory disabilities, as well as the contribution of consumption to this process.

The data was collected through both interviews conducted in France and autobiographical accounts.

When disability occurs, individuals go through a rite of passage that shapes their identity reconstruction process. Two forms of liminality appear: acute and sustained liminality. These phases can foster or hamper individuals’ identity reconstruction.

The mechanisms leading from one stage of the identity reconstruction process to another should be deepened through further research.

Given the fluctuating behaviors of consumers with disabilities, especially in view of their identity reconstruction process, this research encourages retailers and public policy actors not to consider them as a homogeneous consumer segment.

While scholars dealing with consumers with disabilities have mainly focused on the accessibility of the marketplace, this research disentangles their identity issues.

Purpose: Talent management and in particular strategic talent management (STM) has emerged as an important issue for hospitality organisations worldwide. In this chapter, we address some of the complexities evident in hospitality organisations in relation to the practice of STM, the types of internal and external STM issues that arise and both the research and practice implications of pursuing STM in hospitality organisations.

Methodology/Approach: This chapter presents a review of the literature on the wider topic of STM, with particular focus on the integration of issues and themes identified in the hospitality management literature related to STM perspectives.

Findings: We find that STM is a topical issue for hospitality organisations irrespective of size, complexity, or geographic location. However, research that explicitly addresses STM in hospitality is nascent leaving many unanswered questions. The notion of what constitutes STM is shaped by the complexities and values of the hospitality industry itself and its meaning is not necessarily the same as in other industry contexts. However, as yet we do not have sufficient insights to reach conclusions as to what STM truly looks like in hospitality organisations.

Research Implications: Here, we add to the literature, highlighting the need for more research on the many dimensions of STM in hospitality organisations including its antecedents, processes, and outcomes and the extent to which it is different in hospitality organisations compared to multinational corporations and public sector organisations.

Practical Implications: We highlight a number of practical implications around roles, processes, practices, and skillsets to utilise a strategic approach to talent management in hospitality organisations.

Originality/Value: This chapter continues the debate as to the role of STM in hospitality organisations as well as providing a more focussed agenda for both future research and practice. We also analyse and critique the internal and external forces and pressures that shape STM in hospitality organisations.