The impact of external and internal drivers on value creation

The “team” is an important organizational structure that encourages health promotion in a new perspective. Local health promoting teams launched the “Sweet Enough program” to promote healthy eating habits by lessening sugary food intakes among Thai children. This research identifies and analyses these teams’ performance drivers that enhance team performance and knowledge. Eleven purposively-selected key informants from 5 local provincial teams identified their key performance drivers through semi-structured interviewing. Content analysis, thematic extraction and grounded theory served as data analysis methods. Triangulation and data confirmation by research participants ensured the validity of the data. The themes for data interpretation and analysis were constructed from interviews and the literature review which focused on team and team performance drivers. Team performance drivers were categorized into internal and external drivers. The results illustrated that internal drivers seemed to be more important than external drivers. Internal drivers included team tasks, team characteristics and team process. Performance or goal challenges, autonomy and interdependence were important performance drivers for team tasks. In addition, a variety of skills and knowledge, multidisciplinary professionals, similar mental models, commitment, including harmony and friendship were essential team characteristics to reinforce their performances. Informal communication, leadership, tasks participation, talent management, being happy, having fun, promoting members’ empowerment, providing positive feedback and regular learning opportunities enabled the team development process. Recognition at both organizational and national levels, clear public health policy and human resources training represented significant external team drivers. However, as the contexts of teams were different, each teams’ performance drivers varied slightly. While the external drivers create favorable conditions that motivate teammates to work extra hard, the internal drivers affect team efficiency and members’ satisfaction. To select the key performance drivers to measure health promoting team performance by setting priority will be a further study.

PurposeLean and agile manufacturing are two initiatives that are used by manufacturing plant managers to improve operations capabilities. The purpose of this paper is to investigate internal and external factors that drive the choice of lean and agile operations capabilities and their respective impact on operational performance.Design/methodology/approachLean and agile manufacturing are each conceptualized as a second‐order factor and measured through a bundle of distinct practices. The competitive intensity of industry and the competitive strategy are modeled as potential external and internal drivers, respectively, and the impact on quality, delivery, cost, and flexibility performance is analyzed using structural equations modeling. The model is tested with data from the high performance manufacturing project comprising a total of 211 plants from three industries and seven countries.FindingsThe results indicate that lean and agile manufacturing differ in terms of drivers and outcomes. The choice of a cost‐leadership strategy fully mediates the impact of the competitive intensity of industry as a driver of lean manufacturing, while agile manufacturing is directly affected by both internal and external drivers, i.e. a differentiation strategy as well as the competitive intensity of industry. Agile manufacturing is found to be negatively associated with a cost‐leadership strategy, emphasizing the difference between lean and agile manufacturing. The major differences in performance outcomes are related to cost and flexibility, such that lean manufacturing has a significant impact on cost performance (whereas agile manufacturing has not), and that agile manufacturing has a stronger relationship with volume as well as product mix flexibility than does lean manufacturing.Research limitations/implicationsCross‐sectional data from three industries and seven countries are used, and it would be interesting to test this model for more industries and countries.Practical implicationsThe results provide insights into the factors that influence the choice of lean or agile manufacturing for improving operations, and the results that can be obtained.Originality/valueTo the authors' knowledge, this is the first large‐scale empirical survey of leanness and agility simultaneously, using data from manufacturing firms in Europe, Asia, and North America. The model incorporates a wide perspective on factors related to lean and agile manufacturing, to be able to identify similarities and differences.

This paper explores which are the drivers and their interactions that can lead organizations to adopt radical sustainable innovation (SI) in unfavorable contexts. We identify external and internal drivers of SI adoption, and we conceptualize sustainable intrapreneurship as an additional driver. We report and discuss the findings from a case study in the water sector based on interviews and secondary data collected among eleven water utilities in Israel, Italy, and Spain. We provide new insights on how interactions between external and internal drivers can generate dynamic cycles that gradually shift utilities from a reactive to an embedding and system change approach in adopting SI. Within this process, networks and sustainable intrapreneurship act as interactive drivers that catalyze internal and external drivers. The study links testable propositions in a conceptual model describing the dynamics triggering SI adoption and argues for the relevance of sustainable intrapreneurship for addressing the systemic nature, complexity, and ambiguity of SI adoption.

Responsible innovation (RI) has always been a major topic in discussions about environmental concerns, such as the depletion of natural resources, economic advancement, climate change, and social responsibility. Still, its incorporation in the business field is in its early stages, particularly among small and medium enterprises (SMEs). This research aims to investigate the influence of internal and external drivers on RI and sustainable competitive advantage (SCA). The hypotheses of the study are examined through the Structural equation modeling (SEM) technique, and data were gathered from 291 owners/managers of leather manufacturing SMEs through simple random sampling. The study found that external drivers significantly and positively impact RI strategies, whereas internal drivers have an insignificant relationship with RI strategies. Furthermore, RI strategies have a significant and positive relationship with SCA. This study adds to the existing literature by focusing on predictors that impact SCA. This initial study examines the influence of external and internal drivers on RI and SCA using dynamic capability theory and institutional theory. On these bases, relevant recommendations have been made to promote RI from the perspective of the government and SMEs.

Globally, Antibiotic resistance is a major public health concern, with antibiotic use contributing significantly. Targeting informal healthcare providers (IHCPs) is important to achieve universal health coverage and effective antibiotic stewardship in resource-constrained settings. We, therefore, aimed to analyse the internal and external drivers that influence IHCPs’ prescribing behaviour for common illnesses in children under five, with an emphasis on antibiotic use in rural areas of India. A total of 48 IHCPs participated in focus group discussions. Thematic framework analysis with an inductive approach was used, and findings were collated in the theoretical framework based on knowledge, attitude, and practice model which depicted that the decisions made by IHCPs while prescribing antibiotics are complex and influenced by a variety of external and internal drivers. IHCPs’ internal drivers included the misconception that it is impossible to treat a patient without antibiotics and that antibiotics increase the effectiveness of other drugs and cure patients faster in order to retain them. Formal healthcare providers were the IHCPs’ sources of information, which influences their antibiotic prescribing. We found when it comes to seeking healthcare in rural areas, the factors that influence their choice include ‘rapid cure’, ‘cost of treatment’, ‘distance’ and ‘24 h availability’, instead of qualification, which may create pressure for IHCPs to provide a quick fix. Targeted and coordinated efforts at all levels will be needed to change the antibiotic prescribing practices of IHCPs with a focus on behaviour change and to help resolve misconceptions about antibiotics.

PurposeThe purpose of this paper is twofold: first, to investigate the direct effect of internal and external drivers on full implementation of the green supply-chain management (GSCM) practice; and second, to investigate the direct effect of internal drivers and indirect effect of external drivers on the full implementation of the GSCM practice.Design/methodology/approachThe study is based on the data collected from 30 to 35 furniture small and medium enterprises (SMEs) chosen from each surveyed region. In this case, the selected SMEs should have been conducted some GSCM practices. So, the total number of samples used in this study is 100 SMEs. The relationships between internal and external drivers and the success of the implementation of the GSCM practices are analyzed using structural equation modeling.FindingsThe results of this study have revealed that internal and external drivers, which consist of involvement, technology, financial, regulation and customer pressure, have a direct effect on early adoption of GSCM practices. Among these drivers, technology gives the most significant effect. The results have also shown that only financial factor has a direct effect on the full implementation of GCSCM practices, whereas regulation and customer pressure have positive effect on the full implementation through early adoption of GSCM practices.Research limitations/implicationsAmong the limitations of this study is related to the sample that was restricted to SMEs of furniture in three regions. The other limitation could be related to variable involved as internal and external drivers. This study has only used involvement, technology, knowledge, financial, and regulation and customer pressure as the antecedent variables of early adoption of the GSCM practices. Moreover, this study has only used the Likert scale as an approach to measure the implementation of GSCM practice management, which could be the source of bias in expressing the level of the implementation.Practical implicationsFrom the internal side of enterprises, the top management or the owner of SMEs can develop an effective comprehensive environmental strategy. This strategy requires the top management of SMEs show an environment oriented, allocate a specific person for implementing the GSCM practice and learn about the current technology that can support the environmentally friendly products, and also allocate the specific budget to support the implementation of GSCM practice. Moreover, since the study also found that financial factor was just the only factor having a direct effect on the full implementation of GSCM practices; therefore, the government should help the SMEs of furniture in developing low cost-GSCM implementation techniques and also provide easiness for the SMEs to get the needed fund for implementing the GSCM practice.Social implicationsThe research has confirmed that regulation and customer pressure have the positive and significant effect on the full implementation of GSCM practices. It may encourage the government to make some policy related to improvement of the implementation of GSCM practice by SMEs of wooden furniture, specifically in the Central Java Province. Another implication would be to encourage the customer to make purchasing oriented decision for the implementation of GSCM practices by the SMEs of wooden furniture.Originality/valueThis study contributes to the literature of GSCM by combining the critical factors of implementation of GSCM practices toward internal and external drivers and empirically testing the direct and indirect impacts on the level of adoption of GSCM practices.

BackgroundPerformance-based financing (PBF) reforms aim to directly influence health worker behavior through changes to institutional arrangements, accountability structures, and financial incentives based on performance. While there is still some debate about whether PBF influences extrinsic or intrinsic motivators, recent research finds that PBF affects both. Against this backdrop, our study presents findings from a process evaluation of a PBF program in Mozambique, exploring the perceived changes to both internal and external drivers of health worker motivation associated with PBF.MethodsWe used a qualitative research design with in-depth, semi-structured interviews with health workers, which included a rank order exercise and focus group discussions. Interviews were analyzed by two researchers using thematic analysis techniques. Rank order frequency was calculated using weighted average methodology.ResultsHealth workers reported that PBF, overall, positively influenced their motivation by introducing or reinforcing both internal and external motivational drivers. Internal drivers included enhanced self-efficacy driven by goal orientation, healthy competition among colleagues, and job satisfaction. External drivers included an organized work environment, enhanced access to equipment and supplies, financial incentives, teamwork, and regular consultations with verifiers (a type of supervision). PBF stimulates an interactive relationship between internal and external motivational drivers, creating a feedback loop involving responsibility, achievement, and recognition, which increased perceived motivation.ConclusionsThe PBF program helped workers feel that they had well-defined and achievable goals and that they received recognition from verification teams, management committees, and colleagues due to enhanced accountability and governance. Our paper shows that financial incentives could serve as the “driver” to kick-start the feedback loop, of responsibility, achievement, and recognition, in environments that lack other drivers. Understanding how PBF programs can be designed and refined to reinforce this feedback loop could be a powerful tool to further enhance and track positive motivational changes. For countries thinking about PBF, we recommend that policymakers assess the loop in their contexts, identify drivers, determine whether these drivers are sufficient, and consider PBF if they are not.Trial registrationWe obtained ethical approval for the study protocol, data collection instruments, and informed consent forms from the Ethics Review Committee of the Centers for Disease Control and Prevention (CDC) [IRB 2015–190] and the Ethics Review Committee of the Mozambique Ministry of Health.

Green Supply Chain Management (GSCM) is one of the newest trends in Supply Chain Management’s (SCM) evolution. The objectives of this study are to (i) evaluate the internal and external barriers and drivers of GSCM, and (ii) make timely recommendations to implement GSCMP in manufacturing and agricultural sectors in Sri Lanka. An online questionnaire survey was conducted to examine these barriers, drivers, and recommendations for improving the GSCMP. Thirty experts have participated in the survey and the data were evaluated by descriptive statistics. The findings reveal that lack of knowledge and experience, and a lack of green professionals was the main internal and external barriers respectively. Also, top management support and green procurements were the main internal driver and external driver respectively. The findings of this study will assist the manufacturing and agricultural sectors in Sri Lanka to move on to sustainability.

Climate has changed over the Earth’s past, is changing continuously and will do so in the future due to external and internal drivers. Some external drivers, such as the astronomic constellation of the Earth-sun system and continental shifts, have led to slow changes over long time scales. While others, for instance volcanic eruptions, may lead to fast, quasi-abrupt changes with impacts on climate over a limited time. Internal drivers like albedo, or the greenhouse effect are parts and processes of the climate system itself that may again change the climate at comparatively shorter time scales than most external drivers. [...]

This study contributes to the literature on inflation dynamics by examining whether internal or external factors drive inflationary pressure in Nigeria. Using the annual time series data from 1981 to 2017 and applying Johansen cointegration analysis, the vector error correction mechanism and the impulse response function, the study reveals some compelling evidence to suggest that external forces are responsible for inflationary pressure in Nigeria. The results, amongst others, reveal that: external drivers– exchange rate, imported inflation and openness – induce a positive and direct relation to inflation. This is because a percentage change in these variables results in an increase in inflation of 0.49%, 0.47% and 4.28%, respectively, on average, ceteris paribus; the internal drivers – government expenditures, net food exports and lending interest rate – dampen inflation by 0.48%, 1.70% and 0.02%, respectively, on average, ceteris paribus; there is evidence of cointegration indicating that 57.48% of short-run errors will be corrected in the long run; imported inflation contributes to a deviation of about 33% deviation in the first five periods and accounts for cumulative average of over 100% deviation in inflation. Policy implications are discussed

The influence of sustainability drivers on the implementation of social sustainability practices in the leather industry

PurposeThis paper aims to compose a systematic understanding of campus sustainability innovations and unpack the complex drivers behind the elaboration of specific innovations. More precisely, the authors ask two fundamental questions: What are the topics and modes of implementation of campus sustainability innovations? What are the external and internal factors that drive the development of specific innovations?Design/methodology/approachThe authors code and analyze 454 innovations reported within the Sustainability Tracking Assessment and Rating System (STARS), the campus sustainability assessment tool of the Association for the Advancement of Sustainability in Higher Education. Using descriptive statistics and illustrations, the paper assesses the state of environmental innovations (EIs) within STARS. Then, to evaluate the role of internal and external drivers in shaping EIs, the authors have produced classification and regression tree models.FindingsThe authors’ analysis shows that external and internal factors provide incentives and a favorable context for the implementation of given EIs. External drivers such as climatic zones, local income and poverty rate drive the development of several EIs. Internal drivers beyond the role of the agent of change, often primarily emphasized by past literature, significantly impact the implementation of given EIs. The authors’ work also reveals that EIs often move beyond traditional mitigation approaches and the boundaries of campus. EIs create new dynamics of innovation that echo and reinforce the culture of a higher education institution.Originality/valueThis work provides the first aggregated picture of EIs in the USA and Canada. It produces a new and integrated understanding of the dynamics of campus sustainability that complexifies narratives and contextualizes the role of change agents.

The increasing emphasis on integration among members of a supply chain has led to new mechanisms to help firms coordinate the flow of products, services, and information through the supply chain. Integration drivers are the factors that are able to accelerate or restrict the integration process. This research investigates the impact of internal and external drivers on supply chain integration process. For this purpose, 134 questionnaires which were collected from logistics’ managers of Qazvin province manufacturing companies have been used. So, the hypothesis tested by structural equation modelling (SEM) technique and partial least square (PLS) software. The findings of this research revealed that internal drivers have positive impact on supply chain integration and accelerate this process, but there is no positive relationship between external drivers and supply chain integration.

PurposeThis study aims to identify the drivers for adopting the circular economy (CE) in a born-sustainable business of the fashion sector.Design/methodology/approachAn exploratory case study was carried out with a unique and relevant case: the only Brazilian company implementing circularity practices defined through a sectoral commitment, the 2020 Circular Fashion System Commitment.FindingsFrom an analysis of the literature, a theoretical scheme composed of internal and external drivers is proposed. In the case studied, there is a prevalence of internal drivers that led the company to implement the CE. Most of the internal drivers described by the literature were identified in this research, except for two: profitability and available technology. Regarding the external drivers, of the 12 listed, only laws and regulations were identified. Thus, the results suggest that internal drivers are more numerous and may be more prominent than external ones for CE adoption in the born-sustainable business.Research limitations/implicationsDue to its exploratory design and unique case study, the research does not allow generalizations, suggesting replication with a larger number of companies and carrying out quantitative research with born-sustainable companies and incumbent companies, for comparison. Considering that there is a difference between companies that decide for sustainable practices and companies that were already born sustainable, it can be questioned if the drivers for implementing CE for both companies are also different.Originality/valueThis study proposes a theoretical scheme that indicates the main internal and external drivers for companies' CE implementation. Developed from a literature review and applied in an empirical case, this scheme is comprehensive and can be adopted to analyze companies of different sizes and industries. Hence, this paper generates new perspectives for CE literature.

The magnetospheres of the gas giants are characterized by strong planetary magnetic fields, rapid rotation, and an intriguing, but not fully characterized, mix of external (solar wind) and internal driving of magnetospheric processes, including the aurorae. Determining the balance between these internal and external drivers is made difficult by the limitations of single-spacecraft measurements, which represent the vast majority of all in-situ magnetospheric measurements and upstream solar wind measurements at the giant planets. Simultaneous in-situ measurements, upstream solar wind monitoring, and remote sensing (e.g. multi-wavelength auroral imaging), gives the best chance to characterize internal and external drivers. Such data have only been taken once, during the brief coordination of the Galileo and Cassini spacecraft at Jupiter. In lieu of a large dataset of simultaneous measurements, advances in our statistical understanding of the balance between these internal and external drivers have been made by leveraging models of either the solar wind, giant planet magnetospheres, or both. In the coming years, additional in-situ data, upstream monitoring, and remote observations coordinated either between space- or earth-based observatories will provide more context for understanding the giant planet magnetospheres, including potential coordination between JUICE and Europa Clipper. In the meantime, improved statistical analysis of both models and data are our best tools to better understand these systems. To this end, we will present the Multi-Model Ensemble System for the outer Heliosphere (MMESH)-- a suite of analysis tools designed to improve the accuracy of solar wind propagation models at the outer planets by self-consistently quantifying modeling uncertainties and biases and forming ensemble models with estimated error. Robust ensembles models allow statistically meaningful analyses of the effects of various solar wind drivers on planetary magnetospheres and quantification of the extent of external control over giant planet magnetospheres. We will conclude by demonstrating the usefulness of these statistical techniques by showing early results of an investigation into external control over Jupiter's overall auroral power and discussing future applications and improvements of this technique.