This case examines the green innovations from the context of games, by 40 sustainability leaders across the U.S. It demonstrates that how the green innovations expedite by the corporate divergence to sustainability and what are the roles required for this transformation, by a manager.
The case presents four games that incorporate the green innovations based on multiple value creation logics and on different organizational and psychological barriers. This case provides three decisive managerial roles needed to incorporate into the business that could enhance the corporate sustainability and provides the alternatives that would prevent these barriers.
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