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Sustainable Business Practices (sustainable + business_practice)
Selected AbstractsUsing the Australian Business Excellence Framework to achieve sustainable business excellenceCORPORATE SOCIAL RESPONSIBILITY AND ENVIRONMENTAL MANAGEMENT, Issue 4 2002Hsien Hui Khoo This article demonstrates how the Australian Business Excellence Framework can be used to support sustainable organizational development and success. The objective of the study is to identify the challenges and efforts required for an organization to be fully engaged in corporate social responsibility and sustainable business practices. A case study is used to suggest how the required efforts can be implemented. The case study involves a smelter company in the process of making a ,shift' from unsustainable to more sustainable operations, by implementing a new policy. The new policy will affect all aspects of the company,its people, the management of processes and information and, above all, top management's commitment in leading the transformation. An overview of the stages involved in transforming the company is preparation, transformation, implementation and sustainable business results. Copyright © 2002 John Wiley & Sons, Ltd. and ERP Environment. [source] Using Interorganizational Information Systems to Support Environmental Management Efforts at ASGJOURNAL OF INDUSTRIAL ECOLOGY, Issue 4 2001Teresa M. Shaft Summary We examine use of environmental information systems by ASG AB (hereafter ASG), an international logistics and transport firm headquartered in Stockholm, Sweden, as a case study to illustrate the role of information systems in life-cycle-oriented environmental management. This case provides an example of how a firm can use interorganizational information systems (IOISs) to move toward environmentally sustainable business practices. Through the use of IOISs, ASG has been able to improve its environmental performance and that of its suppliers. Further, this improved environmental performance has been a competitive advantage for ASG and enabled it to attract new business. As such, ASG's experiences illustrate how aggressive practices move environmental management beyond compliance and cost control, at which many firms have been successful, to revenue generation. The case also shows how environmentally sustainable business practices can be integrated into a firm's strategy. In addition to illustrating how ASG has used IOISs to improve environmental performance, we compare their use of environmental ISs with the expected evolution of environmental ISs presented in the Shaft and colleagues (1997) framework. Although some of ASG's experiences verify the expected progression of these types of systems, some developments are not as expected. These differences have implications for the framework. [source] Meeting the challenges of an aging workforceAMERICAN JOURNAL OF INDUSTRIAL MEDICINE, Issue 4 2008Michael Silverstein MD Abstract Background Demographic, labor market and economic forces are combining to produce increases in the number and percentage of U.S. workers 55 and older. In some ways these workers will be our most skilled and productive employees but in others the most vulnerable. Methods The literature on aging and work was reviewed, including demographic trends, physical and cognitive changes, safety and performance, work ability, and retirement patterns. Results and Conclusions Older workers have more serious, but less frequent, workplace injuries and illnesses than younger ones. There is evidence that many of these problems can be prevented and their consequences reduced by anticipating the physical and cognitive changes of age. Many employers are aware that such efforts are necessary, but most have not yet addressed them. There is a need for implementation and evaluative research of programs and policies with four dimensions: the work environment, work arrangements and work-life balance, health promotion and disease prevention, and social support. Employers who establish age-friendly workplaces that promote and support the work ability of employees as they age may gain in safety, productivity, competitiveness, and sustainable business practices. Am. J. Ind. Med. 51:269,280, 2008. © 2008 Wiley-Liss, Inc. [source] Incorporating sustainable business practices into company strategyBUSINESS STRATEGY AND THE ENVIRONMENT, Issue 1 2007S. J. Fowler Abstract Building on Hart's natural resource-based view of the firm, this paper reports the results of a case study of the privately owned, high-end outdoor apparel company Patagonia. In this study we examined Hart's three interlinking strategies of pollution prevention, product stewardship and sustainable development, and sought to test whether the resources for their implementation must be accumulated sequentially or whether they can be accumulated in parallel. The case study revealed that Patagonia has made significant progress, and continues to make progress, in each of these three areas. The results also suggested that the company's progress in one area has not necessarily been dependent on progress in another. While acknowledging the limitations of a single case study, we conclude that Patagonia's experience offers strong support for the notion that the resources for implementing strategies towards sustainable development can be accumulated in parallel , as opposed to sequentially. Copyright © 2006 John Wiley & Sons, Ltd and ERP Environment. [source] | ||||||||||