Home  About us  Contact
 

Triple Bottom Line (triple + bottom_line)

Distribution by Scientific Domains
Humanities and Social Sciences83%

Selected Abstracts

Economic sustainability and the cost of poor quality

CORPORATE SOCIAL RESPONSIBILITY AND ENVIRONMENTAL MANAGEMENT, Issue 4 2005
Raine Isaksson
Abstract Sustainable development (SD) on the organizational level is often measured using the triple bottom line, which divides performance reporting into the economic, environmental and social dimensions. Since total quality management (TQM) over the years has proven to contribute to good economic performance, it is interesting to review synergies of the two concepts TQM and SD. Indicators commonly used in the triple bottom line are compared with quality related measurements and a synthesis is proposed. Focus is on the economic dimension and indicators in the form of cost of poor quality (CPQ). The CPQ as a sustainability indicator is discussed and exemplified. The results indicate that existing economic sustainability performance measurements based on distribution of surplus should be complemented with indicators for internal losses. A sound profit is in most cases necessary, but it is not the sole condition for economic sustainability. Copyright © 2005 John Wiley & Sons, Ltd and ERP Environment. [source]

The Global Reporting Initiative and corporate sustainability reporting in Swedish companies

CORPORATE SOCIAL RESPONSIBILITY AND ENVIRONMENTAL MANAGEMENT, Issue 3 2003
Carl-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]

Responsible business decisions: an over-arching framework

JOURNAL OF PUBLIC AFFAIRS, Issue 3-4 2006
Alan Gully
Contemporary businesses face increasing pressures on formulating, implementing and monitoring their strategic policies. Their long-term success in attaining these strongly relies on developing a proactive two-way, or even multi-way, stakeholder dialogue to become aware of the moral aspects of decisions. Openness and transparency should help to provide stakeholders with information on how and why particular courses of action have been adopted. In order to be effective and efficient, responsible business decision-making requires the willpower and commitment by management to implement, monitor and evaluate the ethical action which ought to be based on the organisation's evolving values and priorities. Although inclusive relationships may be accomplished in several ways, the normative interpretation of stakeholder theory is the most appropriate methodology to enable moral judgement to be made. An over-arching framework is presented to assess, review and re-balance the different techniques for any business to achieve its intended outcomes through the triple bottom line. Copyright © 2006 John Wiley & Sons, Ltd. [source]

Why rehabilitate urban river systems?

AREA, Issue 3 2006
Sophia Jane Findlay
This paper addresses the philosophical question: ,why rehabilitate urban river systems?' within an Australian context. Rehabilitation of river systems has become an important objective of many local, state and national governments around the world, who allocate substantial investment into various river projects. An understanding of the various factors influencing stream condition and potential rehabilitation options is essential in order to determine how the process is undertaken, and how success is measured. This paper examines the triple bottom line (economic, social and environmental) factors that influence decisionmaking with respect to urban stream rehabilitation and management and considers their relative value and importance. [source]

Measuring organizational performance: beyond the triple bottom line

BUSINESS STRATEGY AND THE ENVIRONMENT, Issue 3 2009
Graham Hubbard
Abstract Measuring organizational performance is difficult, especially when what has to be measured keeps changing. Sustainability concepts have dramatically widened the scope of measurement options and leading organizations are grappling with sustainability reporting, but there is no sign of consensus on a common reporting standard and the competing frameworks are impossibly complex. This paper recognizes that measuring sustainable performance has to be conceptually based but simplified to be practically useful. It proposes a stakeholder-based, Sustainable Balanced Scorecard (SBSC) conceptual framework coupled with a single-measure Organizational Sustainability Performance Index to integrate the measures in the SBSC. The Index helps make sustainable organizational performance measurable and accessible to stakeholders. Copyright © 2006 John Wiley & Sons, Ltd and ERP Environment. [source]

Sustainability and stakeholder management: the need for new corporate performance evaluation and reporting systems

BUSINESS STRATEGY AND THE ENVIRONMENT, Issue 5 2006
Francesco 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]