Mobilizing Dynamic‐Capability Microfoundations for Sustainability‐Oriented Innovation: The Role of Innovation Champions

IF 13.2 1区管理学 Q1 BUSINESS

Business Strategy and The Environment Pub Date : 2026-10-07 DOI:10.1002/bse.71635

Qingfeng Tian,Narges Siamian,Tahir M. Nisar,Nick Hajli

{"title":"Mobilizing Dynamic‐Capability Microfoundations for Sustainability‐Oriented Innovation: The Role of Innovation Champions","authors":"Qingfeng Tian,Narges Siamian,Tahir M. Nisar,Nick Hajli","doi":"10.1002/bse.71635","DOIUrl":null,"url":null,"abstract":"ABSTRACT Organizations face growing pressure to respond to environmental and social challenges, yet research has not sufficiently explained how organizational actors mobilise dynamic‐capability microfoundations across the development of sustainability‐oriented innovations. Drawing on 68 semistructured interviews conducted between March and November 2024 across 18 EU and UK marine firms, this qualitative study examines how innovation champions and related actors support sensing, seizing, and reconfiguring. The analysis identifies an interconnected process: market exposure and network relationships support sensing sustainability‐oriented opportunities; perceived product–capability fit shapes whether those opportunities progress to seizing; and managerial mobilization, cross‐functional problem‐solving, and relationship coordination support reconfiguration. Rather than treating every influential manager as an innovation champion, the study distinguishes championing activities—persistent advocacy, boundary spanning, resource mobilization, and coordination—from formal organizational positions. The study contributes by explaining how actor‐level mechanisms connect successive dynamic‐capability stages in a sustainability‐oriented innovation context. Product–capability fit is presented as an emerging transition mechanism that requires further testing rather than as an entirely novel construct.","PeriodicalId":9518,"journal":{"name":"Business Strategy and The Environment","volume":"27 1","pages":""},"PeriodicalIF":13.2000,"publicationDate":"2026-10-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":null,"platform":"Semanticscholar","paperid":null,"PeriodicalName":"Business Strategy and The Environment","FirstCategoryId":"91","ListUrlMain":"https://doi.org/10.1002/bse.71635","RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q1","JCRName":"BUSINESS","Score":null,"Total":0}

引用次数: 0

Abstract

ABSTRACT Organizations face growing pressure to respond to environmental and social challenges, yet research has not sufficiently explained how organizational actors mobilise dynamic‐capability microfoundations across the development of sustainability‐oriented innovations. Drawing on 68 semistructured interviews conducted between March and November 2024 across 18 EU and UK marine firms, this qualitative study examines how innovation champions and related actors support sensing, seizing, and reconfiguring. The analysis identifies an interconnected process: market exposure and network relationships support sensing sustainability‐oriented opportunities; perceived product–capability fit shapes whether those opportunities progress to seizing; and managerial mobilization, cross‐functional problem‐solving, and relationship coordination support reconfiguration. Rather than treating every influential manager as an innovation champion, the study distinguishes championing activities—persistent advocacy, boundary spanning, resource mobilization, and coordination—from formal organizational positions. The study contributes by explaining how actor‐level mechanisms connect successive dynamic‐capability stages in a sustainability‐oriented innovation context. Product–capability fit is presented as an emerging transition mechanism that requires further testing rather than as an entirely novel construct.

查看原文本刊更多论文

动员动态能力微观基础促进可持续导向创新：创新冠军的角色

组织面临着越来越大的压力来应对环境和社会挑战，然而研究并没有充分解释组织参与者如何在可持续发展导向创新的发展中动员动态能力微基础。根据2024年3月至11月期间对18家欧盟和英国海洋公司进行的68次半结构化访谈，本定性研究考察了创新冠军和相关参与者如何支持感知、捕获和重新配置。分析确定了一个相互关联的过程：市场曝光和网络关系支持感知面向可持续性的机会；感知到的产品能力契合度决定了这些机会是否会被抓住；管理动员、跨职能问题解决和关系协调支持重构。该研究并没有将每一位有影响力的管理者都视为创新倡导者，而是将倡导活动——持续倡导、跨越边界、资源动员和协调——与正式的组织职位区分开来。该研究解释了行为者层面的机制如何在可持续性导向的创新背景下连接连续的动态能力阶段。产品-功能匹配是作为一种新兴的过渡机制提出的，需要进一步的测试，而不是作为一个全新的结构。

本文章由计算机程序翻译，如有差异，请以英文原文为准。

求助全文

约1分钟内获得全文求助全文

来源期刊

Business Strategy and The Environment Multiple-

CiteScore

22.50

自引率

19.40%

发文量

336

期刊介绍： Business Strategy and the Environment (BSE) is a leading academic journal focused on business strategies for improving the natural environment. It publishes peer-reviewed research on various topics such as systems and standards, environmental performance, disclosure, eco-innovation, corporate environmental management tools, organizations and management, supply chains, circular economy, governance, green finance, industry sectors, and responses to climate change and other contemporary environmental issues. The journal aims to provide original contributions that enhance the understanding of sustainability in business. Its target audience includes academics, practitioners, business managers, and consultants. However, BSE does not accept papers on corporate social responsibility (CSR), as this topic is covered by its sibling journal Corporate Social Responsibility and Environmental Management. The journal is indexed in several databases and collections such as ABI/INFORM Collection, Agricultural & Environmental Science Database, BIOBASE, Emerald Management Reviews, GeoArchive, Environment Index, GEOBASE, INSPEC, Technology Collection, and Web of Science.