The Role of an SME’s Green Strategy in Public-Private Eco-Innovation Initiatives: The Case of Ecoprofit
Erik G. Hansen
Leuphana University Lüneburg - Centre for Sustainability Management (CSM)
Leuphana University - Dept. of Sustainability Sciences
Journal of Small Business and Entrepreneurship, 25(4), pp. 451-477, 2012
Increasingly, eco-innovation is a major challenge for small and medium sized enterprises (SMEs). To diffuse eco-innovation, public support programs have been established as interorganizational networks between local authorities and smaller companies. Based on seven public private partnership cases from the eco-efficiency Ecoprofit initiative, we identified three behavioral patterns (hold-up, step-up, and frontrunner) developed by the companies within the partnership. These were the result of an interaction between the companies’ green strategy and their related level of absorptive capacity which influenced their ability to respond to the handholding processes offered in the partnership. Reactive companies mostly benefit from agent-based instruments (for example individual consulting). More proactive companies can also capitalize on peer-based handholding (for example ‘clubs’). The longitudinal research design shows that public private partnerships can stimulate adaptations in a company’s green strategy over time. Propositions and an integrated framework are developed with implications for policy makers.
Number of Pages in PDF File: 45
Keywords: eco-innovation, sustainability, green strategy, absorptive capacity, ACAP, boundary spanning, public private partnerships (PPP), public support programs, case study, SMEs
JEL Classification: O31, O32, M11Accepted Paper Series
Date posted: April 27, 2012 ; Last revised: December 20, 2012
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