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In 2009, the business concerns with sustainability intersected with an urgent global economic crisis.

Many companies are taking the first incremental steps toward sustainability, such as energy conservation and recycling. That's a good start — but going further can yield significant competitive advantage.

Recent research explores the interdependencies between various approaches to innovation.

John R. Ehrenfeld is Executive Director of the International Society for Industrial Ecology. He retired in 2000 as the Director of the MIT Program on Technology, Business, and Environment, an interdisciplinary educational, research, and policy program.He has been thinking about sustainability for a long time. "In 1967," he says, "I founded a research company called Walden Research, a good name for someone in the greater Boston area, to do air pollution research. And it was one of the handful, literally, four or five companies at that time devoted to studying the environment. I stayed there for a while and in 1978 I was appointed by President Carter to run a small resource agency here in New England called the New England River Basins Commission. I ran that until Reagan took office and abolished the agency. I've been the executive director of the International Society for Industrial Ecology since it was started in 2001. And then in-between I found time to do some lecturing, a little teaching, but primarily I spent the last five years, in putting a book together, my book, Sustainability by Design." Ehrenfeld spoke with Michael S. Hopkins, Editor-in-Chief, MIT Sloan Management Review.

In an interesting book, two Wharton professors analyze the innovation process.

Executives who fail to understand power forces at play may find their careers in jeopardy.

Designers at restaurants and theme parks are leading the way in thinking about how to make waiting in line more pleasant.

On the Web, innovative data reuse yields opportunities — and legal questions.