Leveraging business failure to drive eco‐innovation adoption: An integrated conceptual framework

Amankwah‐Amoah, Joseph

Abstract

Despite a growing body of research on business failure and eco-innovation, these two streams of research have developed in isolation, thus lacking an organizing framework to account for how businesses can utilize peer companies' failures as a source of eco-innovation. This study addresses this gap in the current literature by advancing an integrated conceptual framework that illuminates failure as a catalyst for learning and the mechanisms through which organizations can enhance their environmental innovation efforts and competitiveness. The study proposes a multidimensional 2 × 2 typology encompassing dimensions of process and product eco-innovation, alongside two underlying factors of business failure. These factors further elucidate the mechanisms through which organizations can learn from others' failures, ultimately becoming more resilient and adaptable in the face of new challenges. The implications of this analysis for future research and practice will be further examined, shedding light on promising domains for learning from failure and fostering innovation.

Citation

Amankwah‐Amoah, J. (2023). Leveraging business failure to drive eco‐innovation adoption: An integrated conceptual framework. Corporate Social Responsibility and Environmental Management, 31(2), 1354-1363. https://doi.org/10.1002/csr.2639

• Journal Article Type: Article
• Acceptance Date: Sep 29, 2023
• Online Publication Date: Oct 12, 2023
• Publication Date: Oct 12, 2023
• Deposit Date: Jan 10, 2024
• Publicly Available Date: Jan 11, 2024
• Journal: Corporate Social Responsibility and Environmental Management
• Print ISSN: 1535-3958
• Electronic ISSN: 1535-3966
• Publisher: ERP Environment
• Peer Reviewed: Peer Reviewed
• Volume: 31
• Issue: 2
• Pages: 1354-1363
• DOI: https://doi.org/10.1002/csr.2639
• Public URL: https://durham-repository.worktribe.com/output/2116239