Environmental Engineering Reference
In-Depth Information
Table 7. Metrics for Future Orientation
Future Orientation
Perspective
Key Question
Is Green IT flexible enough to integrate the future challenges?
Objectives
R&D of Green IT
Measures
• Number of new innovation
• Number of patent
• Percentage of budget allocated to new research and development
Increase the degree of green commitment and motivation within the organization
Measures
• Employees' green satisfaction index
• Number of IT environmental certificates
• Internal process improvement
Improve the accessibility of green technology related knowledge from outside
Measures
• Number of cooperation with local/international environmental association (e.g. ISO, RoHS, etc.)
• Number of trainings related to green technology usage
burdens or to ecologically specified sustainability
targets (Rennings, 2000). This eco-innovation
has become the first listed target of companies
wishing to sustain their competitive advantage in
the future, and can be implemented in terms of
product, resource, production process, equipment,
waste, and pollution innovations, by embedding
technology into those processes (Sarmento
et
al.
, 2007). Green innovations (eco-innovations)
consist of hardware or software innovations associ-
ated with green products or processes, including
innovations in technologies involved in energy
conservation, energy alternative research, pollu-
tion prevention, waste recycling, green product
designs, or corporate environmental management
(Hart, 1995). Radical innovation is necessary,
which is where technological products and systems
are reconstructed drastically in order to facilitate
a radical upward system shift in eco-efficiency
(Hellstrom, 2007).
To address the prospect of innovation, the prin-
cipal objectives of this orientation are as follows:
(1) research and development of Green IT (mea-
sured through number of new innovation, number
of patents, and percentage of budget allocated
to new research and development); (2) increase
the degree of green commitment and motivation
internal to the organization (measured through
employees' green satisfaction survey, number of
IT environmental certificates, and internal process
improvement); (3) improve the accessibility of
green technology-related knowledge from outside
(measured by the number of corporations with lo-
cal/international environmental associations (e.g.
ISO, RoHS (Restriction of Hazardous Substance),
etc.) and amount of training related to green IT
usage). The metric for future orientation is illus-
trated in table 7.
CAUSE-AND-EFFECT
RELATIONSHIPS
In the balanced scorecard model, strategy maps are
utilized to communicate the hypothesized cause-
effect linkages between performance measures
and strategic objectives (Herath
et al.
, 2010).
In Figure 5, the concept of the strategic map of
Green IT BSC (cause-and-effect relationship) is
illustrated. These cause-and-effect relationships
need to be defined throughout the entire scorecard
(Van Grembergen, 2000). By systematically inves-
tigating the leading and lagging indicators from a
top-down perspective, the interconnections of each
