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Corporate Sustainability (corporate + sustainability)
Selected AbstractsSustainability and stakeholder management: the need for new corporate performance evaluation and reporting systemsBUSINESS STRATEGY AND THE ENVIRONMENT, Issue 5 2006Francesco Perrini Abstract Corporate sustainability, that is the capacity of a firm to continue operating over a long period of time, depends on the sustainability of its stakeholder relationships. This new stakeholder view of the firm goes beyond previous work on the triple bottom line and balanced scorecard. Companies need appropriate systems to measure and control their own behaviour in order to assess whether they are responding to stakeholder concerns in an effective way and to communicate the results achieved. These sustainability accounting systems should have the purpose of broadening and integrating the traditional financial approaches to corporate performance measurement, taking stakeholder needs into due account. This article presents the sustainability evaluation and reporting system (SERS), an integrated methodology aimed at monitoring and tracking from a qualitative and quantitative viewpoint the overall corporate performance according to a stakeholder framework, in line with small and medium-sized enterprises' managerial requirements. Copyright © 2006 John Wiley & Sons, Ltd and ERP Environment. [source] Approaches to corporate sustainability among German companiesCORPORATE SOCIAL RESPONSIBILITY AND ENVIRONMENTAL MANAGEMENT, Issue 3 2006Tobias Hahn Abstract In this article we present the results of an online survey on the state of corporate sustainability in German companies. The survey focused on the meaning and relevance of sustainability to German companies, the motivations behind their commitment to sustainability and the use of different management tools to implement sustainability in corporate practice. Although the majority of the companies declared that sustainability plays an important role, our analysis reveals considerable differences between these companies' approaches to corporate sustainability. A cluster analysis enables us to distinguish between three significantly distinct types of approach to corporate sustainability among the respondents: sustainability leaders, environmentalists and traditionalists. These three types are characterized and discussed against previous research. The results suggest that there are substantial differences with regard to the motivation for and the implementation of corporate sustainability that are covered behind the corporate rhetoric of a high commitment to sustainability. Copyright © 2006 John Wiley & Sons, Ltd and ERP Environment. [source] The Global Reporting Initiative and corporate sustainability reporting in Swedish companiesCORPORATE SOCIAL RESPONSIBILITY AND ENVIRONMENTAL MANAGEMENT, Issue 3 2003Carl-Johan Hedberg With empirical evidence from Swedish companies, this paper analyses the phenomenon of corporate sustainability reporting (CSR) in general and the use of CSR guidelines developed by the Global Reporting Initiative (GRI) in particular. The main questions at issue are why companies have chosen to use the GRI guidelines and how this has affected corporate social responsibility and environmental management. From interviews with all Swedish companies that use the guidelines, we have found that companies produce CSRs mainly to seek organizational legitimacy, and that the main reason for use of the GRI guidelines is an expectation of increasing credibility of the CSR, but also that it provides a template for how to design a report. Moreover, we have found that the CSR report and the GRI guidelines are of more help for internal than external communication at this stage of development. It could help corporations to learn about themselves and to see what has actually been done in the organization. In all, the GRI guidelines would have the potential for gaining visibility and control of the triple bottom line on a corporate level, but they are in need of further development, not least in relation to the issue of verification. Copyright © 2003 John Wiley & Sons, Ltd and ERP Environment. [source] A sensemaking approach to trade-offs and synergies between human and ecological elements of corporate sustainabilityBUSINESS STRATEGY AND THE ENVIRONMENT, Issue 4 2010Tamsin Angus-Leppan Abstract This paper considers the complex relationships between the human and ecological elements of sustainability that exist in the minds of stakeholders and argues that a sensemaking approach allows these to be better understood and compared. This is supported by the results of a study, set in a financial institution, exploring the relationships between these non-financial elements of corporate sustainability. The viewpoints of middle management, branch and contact centre employees, executives, a community consultative council, suppliers and a community partner of a large Australian bank obtained in in-depth interviews are analysed and compared utilizing an innovative methodology of semantic analysis. We find that these stakeholders' perceptions of the human,ecological relationship differ by group, containing different mixes of trade-offs and synergies between the non-financial elements of corporate sustainability. Copyright © 2010 John Wiley & Sons, Ltd and ERP Environment. [source] Measuring corporate environmental performance: the trade-offs of sustainability ratingsBUSINESS STRATEGY AND THE ENVIRONMENT, Issue 4 2010Magali Delmas Abstract Socially responsible investing (SRI) represents an investment process that reflects environmental and social preferences. The financial industry is in a unique position to move corporations towards corporate sustainability. However, there is often little transparency regarding the metrics used to evaluate corporate social and environmental performance and the trade-offs involved in the evaluation. In this paper we discuss the various trade-offs of sustainability screening methodologies. We show that the rating of companies varies significantly according to whether the screening is based on toxic releases and regulatory compliance or on the quality of environmental policy and disclosure. We base our analysis on the evaluation of the performance of 15 firms in the chemical sector. The analysis indicates that firms that have the most advanced reporting and environmental management practices tend also to have higher levels of toxic releases and lower environmental compliance. We provide methodological recommendations to help stakeholders evaluate corporate environmental performance. Copyright © 2010 John Wiley & Sons, Ltd and ERP Environment. [source] Subcultures and sustainability practices: the impact on understanding corporate sustainabilityBUSINESS STRATEGY AND THE ENVIRONMENT, Issue 7 2009Martina K. Linnenluecke Abstract In this paper we present findings of how employees from a single organization understand corporate sustainability. Responses from 255 survey participants indicate (1) that differences exist in how employees understand corporate sustainability and (2) that these differences can be partially explained by the presence of organizational subcultures and by differences in employee awareness of the organization's sustainability practices. In particular, findings reveal that employees from a subculture with a stronger emphasis on hierarchical and bureaucratic values emphasize an economic understanding of corporate sustainability. Implications for research and practice are discussed. Copyright © 2007 John Wiley & Sons, Ltd and ERP Environment. [source] Does explicit contracting effectively link CEO compensation to environmental performance?,BUSINESS STRATEGY AND THE ENVIRONMENT, Issue 5 2008James J. Cordeiro Abstract Empirical research in the area of corporate sustainability highlights potential conflicts between corporate financial performance and environmental performance. In such a situation, agency theory arguments applied to the corporate environmental context predict that top management compensation should be explicitly linked to environmental performance in order to bring about proper alignment of organizational environmental goals and management incentives. We test this proposition for a sample of 207 Standard & Poor 500 firms in the US in 1996 who explicitly report in Investor Responsibility Research Council (IRRC) surveys the presence or absence of a contractual link between environmental performance and executive compensation. We find that only in firms with an explicit linkage between environmental performance and executive contracts is there is any evidence of a significant impact of firm-level environmental performance on CEO compensation levels. However, even this impact is not very impressive since (a) it holds only for IRRC compliance and spill indices and does not hold for IRRC toxic emission indices, and (b) even the effects for compliance and spill indices do not hold relative to industry levels of these indices. Copyright © 2008 John Wiley & Sons, Ltd and ERP Environment. [source] Pathways of stakeholder influence in the Canadian forestry industryBUSINESS STRATEGY AND THE ENVIRONMENT, Issue 6 2005Irene Henriques Abstract We draw on the stakeholder influence literature to propose and empirically test hypotheses regarding the direct and indirect pathways of perceived influence that stakeholders exercise within the domain of corporate sustainability. Our results allow us to examine the interaction between different types of stakeholder pressure and different types of stakeholder influence strategy. We show that stakeholders who do not control resources critical to the focal firm's operations are able to pressure a firm indirectly via other stakeholders on whose resources the firm is dependent. We contribute to the stakeholder perspective by showing how stakeholders who are affected by the focal firm's operations can enhance their salience via stakeholders who can affect the firm. Copyright © 2005 John Wiley & Sons, Ltd and ERP Environment. [source] Innovation and corporate sustainability: An investigation into the process of change in the pharmaceuticals industryBUSINESS STRATEGY AND THE ENVIRONMENT, Issue 5 2001Martina Blum-Kusterer Although there has been considerable research effort directed at refining the content of corporate environmental performance, e.g. corporate environmental reporting and accounting, there has been relatively little empirical investigation to date on the process of corporate eco-change. This research reports on the quantitative and qualitative results of a survey of German and UK pharmaceuticals firms, which evaluated the significance of the various incentives, both intra-firm and external to the organization, that have stimulated eco-change. We find that, although the industry is one that has been characterized by voluntary agreements and proactive behaviour in the past, regulation still remains the main driver for sustainability improvements. New technology is the second most important driver. Stakeholder dialogue and inter-firm cooperation were both revealed to be relatively weak forces for eco-change. The study also tested the validity of the conventional neo-classical economic world-view of innovation in firms versus a more radical co-evolutionary one. The former assumes that firms respond only to profit signals and do so efficiently, whereas the latter assumes that change is path dependent; i.e., the firms' norms and routines and past experiences are influential. We find that, although the neo-classical perspective stands up to our empirical investigation of eco-innovation to some degree, the co-evolutionary approach better captures the complexity of the corporate eco-change process. Copyright © 2001 John Wiley & Sons, Ltd. and ERP Environment [source] | ||||||||||