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Managing innovation networks: case studies within the cradle to cradle concept / submitted by Irina Tolkacheva
AutorInnenTolkacheva, Irina
Betreuer / BetreuerinAuer-Rizzi, Werner
ErschienenLinz, 2018
Umfang83 Blätter : Illustrationen
HochschulschriftUniversität Linz, Masterarbeit, 2018
Schlagwörter (EN)circular economy / cradle to cradle / management of innovation networks
Schlagwörter (GND)Kreislaufwirtschaft / Innovation / Netzwerkanalyse
URNurn:nbn:at:at-ubl:1-25851 Persistent Identifier (URN)
 Das Werk ist gemäß den "Hinweisen für BenützerInnen" verfügbar
Managing innovation networks: case studies within the cradle to cradle concept [2.11 mb]
Zusammenfassung (Englisch)

The masters thesis “Managing Innovation Networks: Case Studies within the Cradle to Cradle Concept” is devoted to the question of how innovation networks are managed within implementation of the ecological Cradle to Cradle concept and what are the features of such inter-organizational networks. The empirical study aims to increase knowledge about management of innovation networks among companies which certified their products at the Gold achievement level according to Cradle to Cradle Certified Products Standard version 3.1. The Gold achievement level sets the boundary for the networks under study. This focus includes suppliers of the intermediate and final product and the product itself, as the certification orients on the products Material Health and Reutilization and the organizational features at the same time. Multiple case study analyses of six companies Desso B.V. (Carpeting Products), G-Star Raw C.V. (Fabrics), The Rendem Series B.V. (Furniture), Bauwerk Parkett AG (Floor Coverings), C&A AG (Apparel), and Wolford AG (Apparel) yielded the finding that the ways certified companies organize their network may vary significantly. Before going into the certification process, a firm needs to decide whether to develop its own suppliers or to integrate with existing Cradle to Cradle certified companies with Gold achievement level. Also, forms of cooperation with existing suppliers could differ. Suppliers could be required to make organizational changes by an applying firm, or they might freely unite in a consortium to work on the project. Applying companies can build a partnership with new suppliers purposefully for successful certification or they can encourage their own long-standing suppliers to certify first. The paper also stresses drawbacks of Cradle to Cradle certification, as observed during study, and mentions valuable topics to cover in the future research.

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