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This study examines the critical factors contributing to the different conditions of innovation sustainability after a change in local political leadership.

This study used a multiple case study approach and applied the critical incident technique (CIT) to collect and analyze data from four innovation cases in the two local governments of Indonesia.

The results highlight that the sustainability condition of each innovation after the political regime change is determined by multiple critical factors.

First, the data collected through interviews may contain a memory bias. Second, this study was limited to local governments and did not consider innovation taxonomies.

The study implies that in order to sustain innovation, public leaders must support innovation legitimacy as a new organizational structure; thus, it can be more durable in the long term. In addition, public leaders need to minimize innovation politicization by authorizing bureaucrats to autonomously manage innovation operationalization.

Public leaders need to pay careful attention to their innovation sustainability because a non-sustained policy can disappoint the individuals working for it, losing their trust and enthusiasm. This dissatisfaction could become a barrier to mobilizing support for the following policies.

Innovation sustainability is a new theme that is overlooked in the public sector innovation literature. Therefore, investigations using different methods and contexts are required, as this study offers. This study also demonstrated the value of CIT in identifying critical factors affecting innovation sustainability in the context of political leadership change.

The aim of this study is to review published articles within the HRD and related fields to identify relationships between disparate streams of research (leadership and innovation and sustainability).

Academic research supports the complex relationships between leadership and innovation and leadership and sustainability. An integrative literature review of published articles is used to gain an understanding about effective leadership as an important link between innovation and sustainability.

The analysis revealed the parallel research streams are rather isolated from one another. Central themes focused around leadership roles, orientations, practices, and influences; leadership capacity building; and (global) leadership development. Emergent themes with respect to sustainability included global mindset and concern for others. Servant leadership was brought forth.

The literature review was drawn from the four Academy of Human Resource Development (AHRD) journals, as well as sources from the human resource management (HRM), business and management, and related fields.

The study discussed influences of leadership on innovation and sustainability, mindsets and competencies, and leadership development strategies for use in understanding how to foster innovation and sustainable practices. Developmental activities including experiential learning, action learning, and service learning programs were considered.

This article is among the first to highlight leadership as a connection between innovation and sustainability and provides a valuable platform for HRD scholars and practitioners interested in enhancing leadership capacity and development in these areas.

The purpose of this paper is to present the results of a systematic literature review on innovation and sustainability. To accomplish this aim, a systematic analysis of the literature in the Scopus database was carried out for articles with the terms “innovation” and “sustainability” in their titles. Once identified, articles were analyzed in three ways: the ten most-cited articles; the ten most-cited literature reviews; and the most recent articles. Sustainable development is the central theme of the articles studied. Sustainable development is influenced by the ways that sustainability is measured within the network of which the organizations are a part, including adequate systems, and is mediated by compatible behaviors. Encouraging green innovation is an environmental commitment and managerial concern driven by customer pressure, environmental regulations and cost reductions. Suppliers and customers can contribute or benefit from the value created.

This study was a Systematic literature review. The search terms “Innov * AND sustain *” were defined for the titles of the articles. The analysis was divided into three categories: the ten most-cited articles (without a year filter to form an idea of the impact of the main research in the field); the ten most-cited reviews (these were only filtered from 2009 to 2018); and the 10 most recent articles (all of the articles found were from the year 2018).

The main findings of this study were that network action, mobilization of relevant stakeholders, reinvention of the business model, redefinition with multiple values and a sustainable strategic scope are the mechanisms that effectively contribute to promoting the link between innovation and sustainability in organizations. Sustainable development is the central theme of the articles studied. Sustainable development is influenced by the ways that sustainability is measured within the network of which the organizations are a part of, including adequate systems, and is mediated by compatible behaviors.

This study contributes to the literature by providing perspectives for future studies that may contribute to the sustainable development of organizations. Sustainable development is strongly influenced by the ways that sustainability is measured within the network of which the organizations are part, including appropriate systems, and is mediated by compatible behaviors.

Sustainable development is key to firms' competitiveness, survival, growth and profitability, although sustainability emerges as a great challenge. The aim of this study is to analyze the links between organizational creativity (which integrates sustainability orientation), sustainability-oriented innovation and the multidimensionality of firms' sustainability performance.

A total of 417 valid responses from manufacturing SMEs were collected through a questionnaire. PLS-SEM is the statistical technique used in the hypothesis testing.

Organizational creativity (which integrates sustainability orientation) and sustainability-oriented innovation are positively associated with economic sustainability performance, environmental sustainability performance and social sustainability performance; sustainability-oriented innovation has a partial mediation effect on the relationship between organizational creativity and economic, environmental, and social sustainability performance; and organizational creativity (which integrates sustainability orientation) has a positive effect on sustainability-oriented innovation.

Sustainability orientation is integrated into organizational creativity without limiting it, sustainability-oriented innovation encompasses innovation and sustainability in all its breadth without forgetting the innovation process openness, and firm's sustainability performance has a multidimensional approach. Such innovation and creativity contribute – in an interconnected way – to sustainable development, as well as overcoming sustainability challenges and firms' barriers to sustainability. Likewise, the aforementioned creativity must be implemented throughout the company, even beyond its contribution to the innovation process. Thus, the implementation of new ideas, thoughts, perspectives, views, and mental models – fruit of the described creative process – will generate new models and paths in which firms' profitability, growth and survival are related with overcoming environmental and social problems.

Following the Agenda 2030 for Sustainable Development, the main challenge for the agrofood sector is to innovate food production, offering sustainable, smart and safe solutions. The future of food production will be oriented more and more towards sustainable industries with high technological content to guarantee food safety and food security. It implies that a change not only in the way food is conceived, but also in the way it is produced, processed and consumed is needed. The aim of the present study is to investigate the role of innovation, sustainability, smartness and health within the agrofood industry.

A literature review was conducted using 596 academic documents written in English language and published in peer-reviewed scientific journals as well as in conference proceedings. The relevant articles were analyzed using both a bibliometric and a systematic approach.

The results confirm the role of innovation and sustainability as key drivers in the food industry. The main findings concern the benefits deriving from the adoption of digital technologies, the ever-increasing involvement of consumers in health and environmental issues and the introduction of the open innovation concept in the agrofood industry.

This study jointly considers the dimensions of innovation, sustainability, smartness and health in the agrofood sector, demonstrating how they are strongly interdependent.

The purpose of this paper is to connect the literatures on sustainability, innovation and paradox to suggest that sustainability constraints – simultaneously addressing commercial and sustainability goals – will increase organizational innovation.

Drawing from the literatures on paradox, innovation and sustainability, the authors develop theory about how managers can deliberately enhance the generation and implementation of creative ideas within their organizations.

The authors build on the existing literature that suggests sustainability considerations should be strategically and deeply integrated elements of business activity by developing arguments about how such integration improves organizational performance. The authors argue sustainability considerations, by creating unique forms of constraints, improve organizational success by enhancing creative idea generation and implementation.

Even strategic leaders espousing to only maximize economic efficiency face the challenge of effectively managing sustainability constraints. The discrepancy between what they should do and the problems they face means strategic leaders often have fewer tools to manage and reflect on their own decision-making than is available in the management literature. This paper presents arguments from diverse research that describes potential decision processes and their outcomes.

This paper highlights an important shift in how sustainability constraints are fundamental drivers of long-term organizational performance.

Extant literature treats the simultaneous attention to sustainability concerns and commercial success as difficult accomplishments of clever strategic leaders. Instead, the authors propose that simultaneous attention to sustainability and commercial imperatives is fundamental to long-term organizational success, because it is a powerful determinant of new products, services and business models.

This article was developed to provide a viewpoint for the 10th Annual EABIS Colloquium on Strategic Innovation for Sustainability held at IMD in Lausanne, Switzerland on 3-4 July 2012.

The authors present a framework of three practices that must be applied to an ever-increasing degree along the spectrum of strategic innovation for sustainability.

To reap the benefits of innovation for sustainability, businesses need to adapt the type of innovation they aim for to their particular context. Three practices are crucial to the innovation process – i.e. an integrated approach, multiple partnerships and visionary leadership from the top. These practices address two of the main challenges companies face in innovating for sustainability, namely actively engaging with the wider dynamic context in which they operate, and spanning boundaries they are not used to crossing.

By analysing the specific context in which a business operates, it is possible to form a better idea of where on the spectrum a particular company may focus its efforts in order to have the greatest chances of success.

The analyses in this paper contribute to the debate and practical realisation of sustainable development.

While many studies distinguish between continuous versus discontinuous change as the two ends on a spectrum, the authors extend the spectrum to include three major points from incremental to radical to game-changing systemic innovation for sustainability. The three critical practices must be applied to an ever-increasing degree along the spectrum.

This paper aims to examine the effect of the characteristics of innovation and change adopters on the rate of adoption of environmental sustainability innovations in hospitals of Bihar state in India.

Data were collected from hospital administration, managers, doctors, nurses and staff working at various levels in both public and private hospitals of Bihar. Research model was tested using regression analysis with the help of statistical package for social sciences 24.

Innovation characteristics of relative advantage, simplicity, trialability and compatibility were found to significantly predict the adoption of eco-innovations while innovativeness and environmental opinion leadership failed to demonstrate any significant impact on sustainability adoption in hospitals.

This study provides important information to the change agents on how to diffuse green innovations in the unsustainable and inefficient areas and make them more sustainable. With no systematic investigation of sustainability innovations being done in the health-care sector in India, this study on eco-innovations in a resource-constrained state of India provides a fresh perspective and practical insights on the state of sustainability innovations in health care.

The purpose of this paper is to provide both theorists and practitioners with a conceptual framework that links sustainability strategies more closely with Porter’s generic strategies. The intent of this approach is to establish sustainability, fundamentally, as a strategic process. The proposed models set a strategic context to tie sustainability, to mediating variables, such as innovation and technology, while also linking them to generic strategies (low cost leader, differentiation, and focus) and firm financial performance in a causal chain. The proposed model gives rise to conclusions about the effectiveness of sustainability strategies that are consistent with emerging research about the role of radical innovation in sustainability.

The paper proposes two conceptual frameworks designed to link sustainability with business strategy. These models are rooted in evolving understandings of business strategy arising from Porter’s original explanations of generic strategies and sources of competitive advantage. The first model is a causal model that links drivers, such as type of competitive strategy and mode of innovation, to competitive outcomes and firm financial performance. The second model describes how different modes of technology development, in sustainability initiatives, cause changes in firm competitive and financial outcomes.

The conclusions arising from the model-based insights suggest that conventional continuous and incremental improvement sustainability practices hold the potential to pose strategic risks to some firms – depending on their core business strategy. By contrast, the model provides a logical, yet, less known, rationale that suggests radical innovation in sustainability practices may pose fewer strategic risks. It may also offer relatively more competitive and financial advantages than well-established programs relying on incremental innovation.

Although the proposed conceptual frameworks are rooted in strategic management theories, the proposed models and expected outcomes have not yet been empirically tested or validated. However, initially, these models appear to have more face validity in explaining breakthrough sustainability success stories, such as Nike, than do competing explanations. Most importantly, the counter-intuitive finding that radical innovation is likely to be more effective in driving both sustainability and financial outcomes is a topic for future investigation.

The proposed models and accompanying rationale have direct implications for practitioners. They provide practitioners with a road map to logically and deductively frame sustainability strategies based on their current business strategy. Practitioners are often hindered by the lack of high-level guidance for making the transition from operationally focused sustainability tactics to strategies than are congruent with current business strategies. The current paradigm of using incremental sustainability strategies on an ad hoc basis does not always provide neutral outcomes regarding financial effects and competitive advantage – they may yield negative effects.

The importance of sustainability strategies and management practices cannot be overstated. On a global scale, evidence indicates that most corporate sustainability programs are ineffective at slowing the rate of global forces offsetting sustainability. The proposed models and strategic management approach are intended to dramatically increase the effectiveness of sustainability improvement by closely aligning them with corporate strategies. Historically, companies have struggled to make the leap from randomly using eco-efficiency tools to making sustainability a key component of their business strategy.

This paper integrates a number of diverse lines of inquiry from the strategic management literature into a counter-intuitive approach for integrating sustainability into a firm’s core business strategy. The proposed conceptual frameworks can be used, prospectively, to design new sustainability strategies, or it can be used, analytically (retrospectively), to understand reasons for failure or under-performance in sustainability initiatives.

Food sustainability is a world-acknowledged issue that requires urgent integrated solutions at multi-levels. This study aims to explore how food firms can improve their sustainability performance through digital traceability practices, considering the mediating effect of sustainability-oriented innovation (SOI) and the moderating effect of supply chain learning (SCL) for the food supply chain therein.

Hierarchical regression with a moderated mediation model is used to test the proposed hypotheses with a sample of 359 food firms from four provinces in China.

Digital traceability has a significant positive impact on the three pillars of sustainability performances among food firms. SOI (product innovation, process innovation and organisational innovation) mediates the relationship between digital traceability and sustainability performance. SCL plays moderating roles in the linkage between digital traceability and both product and process innovation, respectively.

This paper contributes as one of the first studies to develop digital traceability practices and their sustainability-related improvements for Chinese food firms; it extends studies on supply chain traceability to a typical emerging market. This finding can support food sustainability practice in terms of where and how to invest in sustainability innovation and how to improve economic, environmental and social performance.