The Impact of Sustainability and Leadership on the Innovation Management of Michelin-Starred Chefs

This study considers relationships among leadership styles and skills (sustainability leadership, innovation leadership and sustainable innovation) as drivers of sustainable innovation capability in the Michelin-starred restaurant context. The study used semi-structured qualitative interviews with a sample of nine chefs in Germany. The purpose was to examine the impact of sustainability and leadership on the innovation management of Michelin-starred chefs and to determine crucial aspects impacting haute cuisine innovations. Following earlier research, the findings indicate that a holistic view of sustainability is held by high-end chefs in this sector with considerations for the four main pillars (environmental, social, economic, cultural). Leadership style was seen as key to innovation management in the haute cuisine context. However, the interviews revealed that the issue of environmental sustainability was perceived to be of lessor significance when considering innovations in haute cuisine, due to customer expectations and insufficient legislation or government incentives. The external factors of market demand, involvement by a variety of stakeholders, and guest values/needs were viewed as key determinants of innovation type, success and directions. The internal factors of fitting with the business vision, brand loyalty of consumers, and employee skills and engagement were identified as key drivers of innovation decisions and success.

Leadership Challenges and Developments in the Sports Business and Management Industry

How to effectively bring leadership to bear in teamwork as a leader is something that requires constant reflection. This is also the case in the sports industry. Based on the author's understanding of leadership theory for the application of leadership, leadership is not a separate field, but requires a continuous integration of multiple disciplines. Or more precisely, leadership for sustainability – is not a separate school of leadership thought, but a particular blend of leadership characteristics applied within a definitive context. The Cambridge University Sustainability Leadership Institute offers a definition of sustainability leaders suggesting they are individuals who are compelled to make a difference by deepening their awareness of themselves in relation to the world around them. In doing so, they adopt new ways of seeing, thinking and interacting that result in innovative sustainable solutions. This would suggest that sustainability leadership is implicitly about creating change. The purpose of this study is to describe, critically analyse, two challenges faced by leaders in the sports business and management industry. The two greatest challenges for leaders in sports business and management, are that they are caught up with the risks of failure, rather than the requirements of success, Plus they are only concerned with getting rid of the things that bind them that they don't want. Instead of expanding what could be helpful for them. This study uses a case study approach to analyses and illustrate in detail the leadership challenges in the sports industry, ultimately using the sports industry as a small point to reflect in a diffuse manner that as a leader, one must be brave and positive when faced with challenges and constantly change to seize opportunities, thus demonstrating the continued significance and transformational appeal of sustainable leadership. This paper discusses in depth and ultimately concludes that for leaders facing challenges, they should not be afraid of them, but should seize them as an opportunity to improve themselves and make what may be a weak predicament into a strong strength in themselves. Turning weaknesses into strengths and developing yourself as a leader with advantages.

Reverse Logistics: Its Concept and Drivers in New Zealand: Case Studies

<p>Companies have achieved cost-reduction, marketing advantage and attention for the natural environment as some of the benefits from their reverse logistics (RL) activities. Many companies have considered RL as a strategic goal because it is part of the supply chain that offers value. Such value relates to the ability to efficiently and effectively manage 'returns'. Returns in this thesis refer to used products, materials and packaging as well as waste. The RL concept has gained increased attention by companies and government. Consumers are starting to be aware of this as an indispensable service after sales where they can have their used products retrieved and properly disposed. Only a few companies in New Zealand have been leaders in the RL area since they implemented it in the 2000's without being any regulation. It was found in the study that more and more companies are looking at implementing RL, no matter which industry they are in or their position in the supply chain. However, little is known about what factors promote RL practices for companies in New Zealand. The broad objective of the study was to explore factors driving the implementation of RL for companies in New Zealand from an environmental perspective. There were seven main factors found in New Zealand: stakeholders, green sustainability, leadership, marketing, economic, regulations and information. Moreover it was aimed to achieve a clear understanding of the RL meaning as it was not commonly heard in New Zealand. Many companies in New Zealand refer to RL backward flow as a product stewardship scheme, extended producer responsibility (EPR) and resource efficiency. Ten companies from different industries and a Ministry participated in this research, including manufacturing and retailers. For some companies, RL implementation was highly mature than others who where in the initial stages of implementation. The method used to collect data was semi structured interviews. All interviews were transcribed by the researcher and analysed accordingly. Relevant themes were assigned along the transcripts to organise the study's content. Those themes included RL concept, main factors, resources, problems, benefits, strategies and greening perspective. Quotations from the interviewees were used in the findings to support information. The findings from the research suggest that companies in New Zealand and Europe have similar factors influencing RL implementation. Alvarez-Gil et al., (2007) found that in Spain, stakeholders, environmental issues, regulations and change in strategic focus (also known as leadership) have encouraged activities such as returns, refurbish and recycle. The only factor that was not found in other studies was information. Furthermore findings show that New Zealand as a whole is leader in pro environmental practices but still there is room to improve on it. Managerial implications are presented in the conclusions chapter. Those implications were deducted from the information obtained from findings based on the researcher's judgment. They are practical and logical so that any company or person wanting to implement RL can benefit by having some advice.</p>

Reverse Logistics: Its Concept and Drivers in New Zealand: Case Studies

<p>Companies have achieved cost-reduction, marketing advantage and attention for the natural environment as some of the benefits from their reverse logistics (RL) activities. Many companies have considered RL as a strategic goal because it is part of the supply chain that offers value. Such value relates to the ability to efficiently and effectively manage 'returns'. Returns in this thesis refer to used products, materials and packaging as well as waste. The RL concept has gained increased attention by companies and government. Consumers are starting to be aware of this as an indispensable service after sales where they can have their used products retrieved and properly disposed. Only a few companies in New Zealand have been leaders in the RL area since they implemented it in the 2000's without being any regulation. It was found in the study that more and more companies are looking at implementing RL, no matter which industry they are in or their position in the supply chain. However, little is known about what factors promote RL practices for companies in New Zealand. The broad objective of the study was to explore factors driving the implementation of RL for companies in New Zealand from an environmental perspective. There were seven main factors found in New Zealand: stakeholders, green sustainability, leadership, marketing, economic, regulations and information. Moreover it was aimed to achieve a clear understanding of the RL meaning as it was not commonly heard in New Zealand. Many companies in New Zealand refer to RL backward flow as a product stewardship scheme, extended producer responsibility (EPR) and resource efficiency. Ten companies from different industries and a Ministry participated in this research, including manufacturing and retailers. For some companies, RL implementation was highly mature than others who where in the initial stages of implementation. The method used to collect data was semi structured interviews. All interviews were transcribed by the researcher and analysed accordingly. Relevant themes were assigned along the transcripts to organise the study's content. Those themes included RL concept, main factors, resources, problems, benefits, strategies and greening perspective. Quotations from the interviewees were used in the findings to support information. The findings from the research suggest that companies in New Zealand and Europe have similar factors influencing RL implementation. Alvarez-Gil et al., (2007) found that in Spain, stakeholders, environmental issues, regulations and change in strategic focus (also known as leadership) have encouraged activities such as returns, refurbish and recycle. The only factor that was not found in other studies was information. Furthermore findings show that New Zealand as a whole is leader in pro environmental practices but still there is room to improve on it. Managerial implications are presented in the conclusions chapter. Those implications were deducted from the information obtained from findings based on the researcher's judgment. They are practical and logical so that any company or person wanting to implement RL can benefit by having some advice.</p>

Supporting the role of universities in leading individual and societal transformation through education for sustainable development

There is growing recognition of the value of Education for Sustainable Development (ESD) for all learners, and of the unique role that universities play in the transformation of individuals, institutions and societies towards more sustainable futures. Universities engage and even lead in several areas: education, research and community engagement, all of which are essential in this transformation. Further, given their focus and influence, universities are pivotal to action needed to realise the UN Sustainable Development Goals (SDGs) but, to date, UK university integration of ESD and engagement with the SDGs is relatively limited. In recognition that a more urgent and meaningful response is needed to deliver the 2030 targeted socio-economic transformation outlined by the SDGs, the UK ESD Guidance has been comprehensively revised to support universities to deliver education which enables students to acquire sustainability competencies, equipping them to play leadership roles in an increasingly uncertain world. In this case study, we critically analyse the role of universities and explore why ESD needs to be more urgently integrated in teaching and learning. We review the barriers to achieving ESD in UK universities at political and institutional levels. Finally, we explore the policy-practice interface and outline how the new UK ESD Guidance can support universities in leading individual and societal transformation through ESD and act as a stimulus for embedding ESD in university curricula in both UK and international contexts. We conclude that universities have as yet unfulfilled potential to explore and facilitate ESD for sustainability leadership.

Transformational learning for sustainability leadership – essential components in synergy

Purpose Transformative learning (TL) and leadership are key leverage points for supporting society’s transition toward sustainability. The purpose of this study is to identify essential components of TL within an international sustainability leadership master’s program in Sweden that has been described by many students as life-changing, empowering and transformational. Design/methodology/approach Alumni spanning 15 cohorts provided answers to a survey and the responses were used to map components of TL as experienced by the students. Findings The survey confirms the anecdotal assertions that the program is transformational. The findings suggest that community, place, pedagogy, concepts and content, disorientation and hope and agency are essential components, combined with the synergy of those into an integrated whole that support transformational change according to many respondents. Originality/value This study provides program designers and educators with suggested components and emphasizes their integration and synergy, to support TL experiences for sustainability leaders.

Sustaining work outcomes through human capital sustainability leadership: knowledge sharing behaviour as an underlining mechanism

PurposeThe current study aimed to investigate how perceived human capital sustainability leadership (HCSL) affects work outcomes (i.e. work engagement and job satisfaction), specifically through the mediating role of knowledge sharing behaviour in the hospitality industry. Building on social exchange theory and conservation of resources theory, the authors propose that knowledge sharing behaviour is an attempt to share and expand an individual's resources, which in return motivates employees during work. Furthermore, through the mediating effect of knowledge sharing behaviour, the authors attempt to provide empirical evidence for organisational actions and employees’ reciprocating actions, therefore, triggering positive contribution.Design/methodology/approachThe authors methodologically employed structure equation modelling for the analysis which includes reflective–formative higher-order construct (HOC) (i.e. HCSL). The authors tested the hypotheses with partial least square structure equation modelling (PLS-SEM) from a sample of 382 hotel employees who were selected through purposive sampling.FindingsThis study’s findings suggest that the employee engagement and job satisfaction regresses on HCSL and knowledge sharing behaviour. The study’s analysis also suggests that the relationships between the HCSL and work outcomes are mediated by knowledge sharing behaviour.Originality/valueThis study contributes to the sustainability leadership literature by looking into the integrated model of sustainable leadership from its four dimensions (i.e. sustainability leadership, ethical leadership, mindful leadership and servant leadership) and its consequences for work outcomes. Furthermore, the authors examined how knowledge sharing behaviour, being an underlining mechanism, affects these relationships, thus having implications for academia and practitioners.