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Whereas the extant literature discusses what Sustainability-Oriented Innovations (SOIs) are and why firms develop them, little is known about how they are developed. To enable firms to innovate for sustainability, it is essential to know more about the processes underlying SOI development, which are considered as very difficult, with many firms failing. Drawing on several academic papers and relying on qualitative research methods, the thesis uses the Fireworks model to examine how innovation processes unfold at established small and medium-sized enterprises (SMEs). The main contribution of the thesis is to advance the Fireworks model to the context of SOIs unfolding at SMEs. The findings reveal that SOIs unfold in an emergent, somewhat chaotic way, that duration and outcome are uncertain, that the overall journey is composed of multiple intertwined innovation paths, of which several will likely lead to setbacks. To manage this complex process, the thesis suggests to set four management foci: (1) to create a dedicated organizational unit for exploration, (2) to create conditions allowing intelligent learning for efficient exploration, (3) to carry out in-depth investigation of the related technological innovation systems, and (4) to plan carefully the re-integration of the innovation into the core business for commercialization.