Responsabilit socitale et dveloppement durable

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Site de veille et de vulgarisation de la recherche sur le développement durable, l’entrepreneuriat et la PME

Projet du Laboratoire de recherche sur le développement durable en contexte de PME, affilié à l’Institut de recherche sur les PME (INRPME) de l’Université du Québec à Trois-Rivières, Vigie-PME repère, collecte et rend accessible à tous et en un même endroit les derniers développements scientifiques sur les sujets du développement durable et de la responsabilité sociétale associés à l’entrepreneuriat et à la gestion des petites et moyennes entreprises.

 

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Plus de 100 revues scientifiques se retrouvent sous le faisceau de notre système de veille. Les titres et les résumés des textes pertinents sont accessibles à tous, dans la langue originale de publication, sur le Fil de veille. Soyez au courant !

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Vigie-PME est aussi un centre de vulgarisation scientifique. Une équipe de professeurs, de professionnels de recherche et d’étudiants à la maîtrise en gestion (MBA) s’affaire à vulgariser les articles significatifs repérés par le Fil de veille.

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Plusieurs entreprises réalisent des actions contribuant au développement durable, mais toutes ne le font pas de la même façon. Pour aller de l’avant, découvrez le profil de votre entreprise face au développement durable avec la Boussole de la durabilité.

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Innovation and CSR — Do They Go Well Together?

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Publication date: Available online 20 August 2016
Source:Long Range Planning

Author(s): Murad A. Mithani

In this study we use the stakeholder theory and the attention-based view to investigate two questions: Do investments in ecological and social environments yield comparable economic returns as investments in R&D? Are there economic benefits to pursuing R&D, ecological and social investments simultaneously? Using a longitudinal sample of 5999 Indian firms, we find an ordering of implications such that R&D has a significantly larger impact on economic performance than contribution to the ecological environment, which in turn has a stronger effect than charitable and community contributions. Moreover, we find that ecological and social contributions weaken the effect of R&D, which suggests that managerial attention to innovation can be undermined by a greater emphasis on social responsibility. Our study illustrates the difficulty of simultaneous attention to innovation and social responsibility.






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Academic spin-off creation: barriers and how to overcome them

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The aim of this study is to analyze the process of academic spin-off creation, identifying the barriers to suggest how to overcome them. For this purpose, a case study method was adopted, and as data-collecting instruments, several in-depth interviews and documentary analysis were used from three academic spin-offs. The empirical evidence captures the different views of the founding researchers of the academic spin-offs, the researching lecturers in the department creating the spin-offs and the manager of the technology transfer office at the Portuguese university studied here. The results show that the different perceptions of barriers are seen to be solved through an internal strategy within the university. The findings also show that applied research should be valued in assessing lecturers, as it contributes, not only to the link with industry, and therefore to regional development, but also to universities' sustainability, overcoming the lack of financial support as a result of constant budget cuts. The contact networks resulting from universities' links with the different stakeholders will benefit the spin-offs themselves, facilitating their survival in the first years of their life.

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Radical Innovation for Sustainability: The Power of Strategy and Open Innovation

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Publication date: Available online 22 June 2016
Source:Long Range Planning

Author(s): Steve Kennedy, Gail Whiteman, Jan van den Ende

Sustainability oriented innovation continues to garner increasing attention as the answer to how firms may improve environmental and/or social performance while simultaneously finding competitive advantage. Radically innovating new products and services to replace harmful market incumbents is central to this thesis, yet studies to date have found it to be a highly expensive process with high degrees of uncertainty and risk. Extant research however has largely neglected to examine the details of the actual product innovation process itself and has under appreciated the influence of corporate strategic context. Our paper addresses this gap in the literature through an in-depth case study of a sustainability oriented innovation process for a radical new product within a multinational life sciences company, DSM. Our findings identify five critical organizational practices through which strategic direction has enabled the innovation process: technology super-scouting throughout the value chain, search heuristics that favor radical sustainability solutions, integration of sustainability performance metrics in product development, championing the value chain to build demand for radical sustainability oriented product innovation, and harnessing the benefits of open innovation.






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