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The environmental performance of organizations has come under public policy limelight since the phenomenal increase of natural resource degradation and industrial waste. Thus, green concepts have been put forward, but the implementation of green practices faces many barriers and challenges. These barriers require attention as organizational practices are negatively affecting the environment leading to global warming and climate change. Therefore, this chapter systematically identifies four internal barriers including inadequate management commitment and support, insufficient technology competence and infrastructure, financial constraints, the uncertainty of economic benefits, and eight sub barriers within an organization concerning green concepts implementation. Moreover, this chapter also identifies four external barriers including lack of stakeholder's interest, inadequate environmental administrative support, scarce academic research, and lack of green collaborative practices, and eight sub barriers outside an organizational context concerning green concept implementation. The barriers in this research were identified by reviewing the existing literature on the topic. This chapter advances the green literature by identifying multiple barriers and challenges to the successful implementation of green concepts in organizations. This is of significance as if these barriers are tackled strategically, it would reduce environmental degradation problems and help make financial gains. Moreover, this research can help managers understand the key barriers to green concept implementation and provide guidance to them when attempting to implement green practices in their organizations. This research would also motivate researchers to extend further investigation on how to overcome such barriers and find out strategies to mitigate the barriers to green concept implementation to effectively address environmental issues.

Diffusion of innovations, defined as the adoption and implementation of new ideas, processes, products, or services in health care, is both particularly important and especially challenging. One known problem with adoption and implementation of new technologies is that, while organizations often make innovations immediately available, organizational actors are more wary about adopting new technologies because these may impact not only patients and practices but also reimbursement. As a result, innovations may remain underutilized, and organizations may miss opportunities to improve and advance. As innovation adoption is vital to achieving success and remaining competitive, it is important to measure and understand factors that impact innovation diffusion. Building on a survey of a national sample of 654 clinicians, our study measures the extent of diffusion of value-enhancing care delivery innovations (i.e., technologies that not only improve quality of care but has potential to reduce care cost by diminishing waste, Faems et al., 2010) for 13 clinical specialties and identifies healthcare-specific individual characteristics such as: professional purview, supervisory responsibility, financial incentive, and clinical tenure associated with innovation diffusion. We also examine the association of innovation diffusion with perceived value of one type of care delivery innovation – artificial intelligence (AI) – for assisting clinicians in their clinical work. Responses indicate that less than two-thirds of clinicians were knowledgeable about and aware of relevant value-enhancing care delivery innovations. Clinicians with broader professional purview, more supervisory responsibility, and stronger financial incentives had higher innovation diffusion scores, indicating greater knowledge and awareness of value-enhancing, care delivery innovations. Higher levels of knowledge of the innovations and awareness of their implementation were associated with higher perceptions of the value of AI-based technology. Our study contributes to our knowledge of diffusion of innovation in healthcare delivery and highlights potential mechanisms for speeding innovation diffusion.

Despite the important role of entrepreneurial implementation intentions for closing the intention-behavior gap, empirical evidence on their drivers and mechanisms is scant and inconclusive. In the case of college students’ technology-driven entrepreneurship, the objective of the present study is to examine whether implementation intentions are contingent on the university environment in which the progression from entrepreneurial intentions to subsequent actions unfolds. The sample for this study is composed of 299 Bulgarian STEM students, who reported technology-based entrepreneurial intentions. A binary logistic regression is applied to examine four specific mechanisms that facilitate or impede the students’ actual implementation intentions. Findings suggest that students enrolled in universities that provide greater concept development support are more likely to have formed specific implementation intentions, while students in more research-intensive universities are less likely to do so. Practitioner implications and recommendations for future research are provided.

This study explores the implementation of sustainable finance in an Indonesian state-owned bank (“ABC Bank” or “ABC”). A case study approach is employed to deeply analyze the implementation using data collected through interviews and through a review of company documents. The frameworks from Soppe (2004) and Indonesia Regulation POJK 51 were used to examine the sustainable finance implementation. The findings show that ABC Bank exercises a sustainability commitment in implementing sustainable finance long before the government regulation is imposed on several banks as early adopters in Indonesia. The regulation requires selected banks to apply the eight principles of sustainable finance and prepare a sustainable financial action plan and sustainability report. ABC’s commitment is mainly driven by its status as a government-owned bank, thus facilitating the awareness of achieving public welfare while maintaining profitability. Social implication of this study is that developing countries often face more severe consequences of climate change than developed countries. Hence, the sustainable finance implementation can have a significant social impact to reduce the negative effect. This study contributes to the literature by exploring the initial adoption of sustainable finance by a state-owned bank attempting to balance the interests of the public and management. It also provides insights into other financial institutions adopting sustainable finance as mandated by the local obligation POJK 51.

Implementing the sustainable development goals (SDGs) has proven a significant challenge for companies. While multinational enterprises (MNEs) have shown a real intention to contribute to these goals, they face major barriers in implementing the SDGs in their core business strategies. Extant academic studies on this phenomenon have primarily explored why companies “should” address the SDG agenda but have not (yet) explored what “works,” what does not “work,” and why. Therefore, evidence of a sizable gap between intention and realization is growing. Besides, there is a limited explanation for the existence of this gap and no validated implementation models that could help overcome it. Additionally, management research remains relatively fragmented. The diversity of existing theoretical and empirical frameworks makes it difficult to consolidate scientific and practical insights on “how” to guide companies to accelerate the global goals through their core operations.

This study is one of the first attempts to draw lessons from extant research on effective SDGs’ implementation strategies. For that, we upgrade the “SDG Compass,” which has been recognized as a leading framework for SDGs implementation in companies’ core activities. A critical assessment of the literature on the SDGs implementation has been conducted through a systematic literature review (SLR) and bibliometric analysis. This has helped us identify gaps in the SDG implementation practice and accumulate relevant insights supporting a more integrated and upgraded implementation framework: the SDG Compass+. This framework can advance coordinated theoretical and practical research by identifying the antecedents and critical factors of impactful SDG implementation strategies.

Organizational theorists and strategy scholars are both interested in how organizations deal with ambiguity, especially in relation to implementation. This chapter examines one source of ambiguity that organizations face, which is based on their efforts to implement moral mandates. These mandates, which are related to areas such as environmental sustainability and diversity, are inherently ambiguous, as they lack a shared understanding regarding their scope and associated practices. They are also often broad and systemic and may be unclearly aligned with an organization's strategy. Due to these challenges, in this chapter, we theorize that collective action at the field level is necessary for organizations to advance and concretize moral mandates. We examine this theorizing through the case of the implementation of sustainability in higher education. We hypothesize and find support for the idea that when an organization's members engage in collective action at the field level, those organizations have an increased likelihood of achieving sustainability implementation. To gain insight into this field-to-organization relationship, we qualitatively examine 18 years of conversations from an online forum to develop a process model of moral mandate implementation. We theorize that collective action functions as a field-configuring space, in which actors from a variety of organizations come together to (1) refine the scope of the mandate and (2) create an implementation repertoire that actors can draw on when seeking to bring sustainability to their own organizations. Overall, our study provides a model of how ambiguous moral mandates can be implemented by highlighting the important role of collective action across organizations in concretizing those mandates and providing actors with the tools for their implementation.

This chapter investigates the geographical variations and approaches that shape the implementation of smart city projects on a global scale. Recognizing the significant influence of contextual factors on smart city initiatives, this chapter aims to comprehend the dynamics that drive the objectives and approaches of smart city projects across different countries. This chapter provides an overview of the strategic and geographical factors that impact smart city implementation, considering organizational drivers and practices, such as the Hofstede model in context. It explores the role of citizen-based, technology-based, and decision-making-based development in smart city implementation. Moreover, this chapter examines the strategic, cultural, socioeconomic, and geographical differences that influence smart city projects worldwide. It analyzes the geographical influence and internal drivers of smart city projects, focusing on Europe, North America, Latin America, and East and South Asia. This analysis offers insights into diverse approaches to smart city development, encompassing top-down and bottom-up approaches. By examining various perspectives and experiences from smart city initiatives worldwide, this chapter sheds light on the challenges and opportunities associated with implementing smart city strategies in different contexts.

A Delphi study was conducted to identify the critical variables of successful implementation of sustainable road infrastructure projects (SRIPs) in developing countries, determine the reasons for the various viewpoints held by infrastructure development professionals, determine what motivates and pushes the infrastructure sector to pursue sustainability, and determine the factors that could impact the implementation of a project for sustainable road infrastructure. Expert feedback was used to determine values for these metrics and indicators, and most of the panellists reached a consensus on the final decision. Statistical methods were used to determine whether there was a general agreement with respect to the statements and questions asked. The findings of the study were presented alongside its overarching principles. The most important criteria for SRIP implementation were socio-cultural sustainability, economic sustainability, environmental sustainability, and engineering performance, with little consensus on environmental sustainability and public participation. The primary purpose of this study was to identify the most crucial determinants of effective SRIP implementation in low-income nations. Interquartile deviation (IQD) values ranged from 7.0 to 8.1, but IQD values varied from 2.00 to 3.00. Thirty-one environmental sustainability indicators were assessed as important or very important, with 26 out of 30 having IQD values between 0.00 and 1.00. Six sub-attributes were deemed extremely significant and four important when experts examined institutional sustainability, with no consensus on the final four indications (IQD 1). Fourteen of twenty-one Public Participation Indicators were deemed ‘major’ by panellists for SRIP implementation, with consensus among experts. Ten factors contribute to diverse perceptions of sustainability, with only 2 deemed crucial and 18 deemed important. The four most essential indicators of successful SRIP implementation are VHI: 9–10). The other seven criteria were crucial because their median scores were between 7.00 and 10. The Delphi survey explained why various individuals in the infrastructure industry have divergent views on what it means to be sustainable. Twenty-one factors were identified as contributors to divergent perspectives on sustainability among infrastructure industry stakeholders. The Delphi survey also established the factors that affect the success of SRIP implementation in low-income countries, leading to the development of the conceptual SRIPI model.

On its way to develop a smart grid in Indonesia, one key enabler in the early stage of implementation is advanced metering infrastructure (AMI). Thus, Perusahaan Listrik Negara (PLN), an electrical energy utility company owned by the government of the Republic of Indonesia as the only electricity utility company servicing customers from upstream to downstream in Indonesia, has started AMI program at some main cities. With AMI, real-time energy consumption profile, energy meter status and condition, and customer power quality can be acquired. Subsequently, these data collected by AMI can be used for further smart grid implementation by such IT systems and big data analysis. Instead of its function for smart grid backbone, AMI also significantly support smart energy on the city as a part of smart city initiatives. Nevertheless, its implementation requires more investment than the conventional metering system. This investment needs to be evaluated to define whether AMI is feasible and viable or not. This chapter is intended to observe the feasibility of AMI implementation in Indonesia using cost-benefit analysis (CBA). Two schemes were used as study objects, one scheme in which the communication infrastructure was managed by PLN itself, and the other one in which the communication infrastructure was managed by a third party. From the analysis, it appears that both schemes are proven to be feasible.