University of Vaasa - Vaasan yliopisto

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• Values and norms (Rothman & Friedman 2001; Schein 1995): these studies
examined the manner in which changes in organisational values and norms may
influence the direction and type of corporate learning processes, and the
outcomes from these processes. CR-/sustainability-oriented values and norms
manifest themselves in mission statements and well-developed (sustainability)
reporting schemes (Alvesson 2005), particularly in large companies. According
to Arnold (2007) the fear of damage to the companies’ reputation is a strong
driver for stakeholder orientation in the companies. When coupled with the
tradition of these companies of accepting responsibility for common welfare, this
fear led to distinctive learning and innovation efforts.
• Knowledge transfer (Barabási 2002; Blatter 2003; Crampton et al. 1998; Mutch
2002): the research examined the role of internal networks (formal and informal)
in disseminating sustainability-related knowledge through the organisation.
Knowledge transfer, e.g. via internal networks, is an important vehicle for CR
learning, particularly in the large companies (Siebenhüner & Arnold 2007). Joint
projects, conferences and virtual communities were all identified as important in
allowing information to be exchanged and new sustainability-/CR-related
knowledge to be created.
• Stakeholder requirements (Dyllick 1989; Hedberg 1981): Stakeholders have an
influence on the CR to supporting change process. A tight collaboration with the
stakeholders can enable CR change (Arnold 2007), e.g. by maintaining a good
image and retaining the ability to be competitive.
• Competition (March 1991; Walgenbach 2000): the entrepreneurial activities of
the competitors initiate sustainability-oriented changes by provoking reflecting
and searching processes in the company which are the source for the
development of new solutions. However, the condition has to be fulfilled that
companies recognise changes in their relevant field and implement (or are able to
implement) them in specific activities. At the same time there is a tight
connection with ideas and guiding principles of a sustainable development or CD
necessary, like zero emission, life-cycle concepts or responsible behaviour.
Open Innovation Methods (OIM)
User and community-based innovation are current trends in innovation management.
User integration means including future customers and users in the innovation
process on a targeted basis – from the initial idea all the way to the innovation's
introduction and diffusion in the marketplace (phases: invention, development,
testing, implementation, diffusion). User integration in innovation processes and
community-based innovation could enhance awareness of products and increase their
acceptance among a broader public. So called lead users are a vital source of
innovation (von Hippel 2005, 1988,). Since the 1980s a number of empirical studies
has been conducted regarding lead users in high technology and industrial markets
(Franke & Shah 2003; Herstatt & von Hippel 1992; Lilien et al. 2002; Olson &
Bakke 2001; Urban & von Hippel 1988).