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Abstract This paper investigates the incentives and inhibiting factors of eco-innovation capacities in the firm. Firms materialize the objectives of eco-innovation from a reactive attitude to external pressures, to a more proactive attitude that implies the voluntary incorporation of eco-innovation activities. This variability in the behaviour of companies with respect to the level of eco-innovation development has been a motivator for the research. However, despite the importance of this research question, this has been approached in a dispersed way from multiple approaches. From a dynamic capabilities perspective, we assume that the innovation capacity of the firm encourages eco-innovations. Our paper is focused on the process of eco-innovation, identifying the elements that facilitate or hinder the eco-innovation in the firm. We study the Spanish case, using a panel from the Spanish Innovation Survey, with a sample of 5461 Spanish firms. The results highlight that the complexity of the eco-innovation process negatively affects the decision to develop eco-innovations. However, our results suggest that institutions and organizations of the Spanish environment are making efforts to compensate these obstacles and provide incentives to develop eco-innovations. Highlights • We model investigates the incentives and inhibiting factors of eco-innovation. • Our focus is on the process of eco-innovation from dynamic capabilities perspective. • The complexity of the eco-innovation process negatively affects to develop eco-innovations. • Results show that the experience facilitates the development of future eco-innovations. • The institutions provide incentives to develop eco-innovations. [ABSTRACT FROM AUTHOR]

Abstract: The aim of this paper is to analyze the evolution of the implementation and integration of standardized Management Systems (MSs) such as ISO 9001 and ISO 14001. Specifically, we study the implementation of different standards during a four-year period (2006–2010) and we examine the level of integration of different MS elements such as the resources, documentation, goals and procedures during this period. Additionally, the paper aims to evaluate the impact of integration on companies over time, namely the difficulties experienced by firms during the integration of MSs in organizations with more than one MS. In order to accomplish these objectives, the first dynamic study on the integration of MSs has been undertaken. In order to compare firms that integrate their MSs in two different moments in time, two empirical studies were conducted, one in 2006 and one in 2010. These studies used a survey directed to firms with more than one MS in Catalonia (Spain). This paper contributes to the understanding of how firms that have an Integrated Management System (IMS) integrate their standardized MSs and how they perceive the challenges related to managing the IMS over time. It also demonstrates that firms integrate their MSs rather than keep them separated, therefore showing a tendency toward integration over time. [Copyright &y& Elsevier]