Systematic Review - Network for Business Sustainability
Systematic Review - Network for Business Sustainability
Systematic Review - Network for Business Sustainability
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PROCESS INNOVATION<br />
A number of categories of activity, such as process<br />
innovation, span the different contexts of SOI. Although<br />
the labels may be common, the activity content of<br />
the categories differs, reflecting the shift from a wholly<br />
economic orientation to greater privileging of the<br />
dimensions of the Triple Bottom Line.<br />
1. Adopt new process plat<strong>for</strong>ms such as closed-loop<br />
manufacturing and cradle-to-cradle innovation<br />
2. Develop new networks into the wider social,<br />
economic, legislative systems and, particularly,<br />
into supply chains; develop long-term collaborative<br />
approaches with external partners<br />
3. Start from a vision of the future and work<br />
backward, rather than moving <strong>for</strong>ward from the<br />
present; set audacious goals even when the route<br />
may be unclear<br />
1. Adopt new process plat<strong>for</strong>ms such as closedloop<br />
manufacturing and cradle-to-cradle innovation<br />
Firms innovating in the Organizational Trans<strong>for</strong>mation<br />
space close the loop in their processes. This bioinspired<br />
approach seeks to recover waste in production<br />
processes (and disposal) and turn it into new resources<br />
<strong>for</strong> production: it is exemplified in cradle-to-cradle<br />
innovation (McDonough & Braungart, 2002), closedloop<br />
production systems (Machiba, 2010) and the<br />
circular economy (Geng, Sarkis & Xue, 2012). The<br />
circular economy, <strong>for</strong> example, describes an industrial<br />
economy that is restorative and eliminates waste.<br />
It comprises two types of material flow: biological<br />
nutrients, which are designed to re-enter the biosphere<br />
safely, and technical nutrients (non-biological materials),<br />
which are designed to circulate at high quality<br />
permitting re-use and so preserving or enhancing their<br />
economic value and minimizing waste (McDonough &<br />
Braungart, 2002).<br />
Cradle-to-cradle and circular economy models<br />
challengethe notion of a linear supply chain. Products<br />
are designed <strong>for</strong> disassembly: they can be returned<br />
to manufacturers once their useful life is over to be<br />
reprocessed and recycled into new products. They are<br />
part of a supply system. The manufacturer takes on<br />
the responsibility <strong>for</strong> the product at the end of its useful<br />
life and so is inspired to design products with the core<br />
considerations of disassembly and reuse. One key to<br />
successful cradle-to-cradle or closed-loop innovation is<br />
to design out components that could be harmful to the<br />
biosphere (Birkin et al., 2009).<br />
In Practice<br />
“At the end of their life cycle, all types of<br />
products we produce are reusable in our<br />
production processes <strong>for</strong> future uses: they<br />
can be removed from the wall or flooring,<br />
cleaned and used again in production<br />
processes, giving life to new products’’<br />
(Dangelico & Pujari, 2010: 478).<br />
According to the originators of the concept<br />
(McDonough & Braungart, 2002), cradle-to-cradle<br />
innovation can be achieved through the following<br />
activities:<br />
• Signalling intentions: committing to the new<br />
paradigm rather than continuing to pursue<br />
incremental improvement<br />
• Restoring: striving <strong>for</strong> good growth rather than just<br />
economic growth<br />
Innovating <strong>for</strong> <strong>Sustainability</strong> 45