Showing papers on "Corporate sustainability published in 2001"
TL;DR: In this paper, the authors review the recent history of environmental and social reporting and conclude that, whilst much progress has been made, significant challenges remain, including avoidance of engagement fatigue by stakeholders and opinion formers alike and the extension of triple-bottom-line principles from corporate headquarters into business unit operations.
Abstract: It is becoming clear that communicating effectively with stakeholders on progress towards economic prosperity, environmental quality and social justice i.e. the triple bottom line, will become a defining characteristic of corporate responsibility in the 21st century (Elkington J. 1998. Cannibals with Forks: the Triple Bottom Line of 21st Century Business. New Society: Vancouver). However, most companies that currently use paper-based and even web-based communication vehicles for their corporate performance reports are not realizing the full potential value of these communications – either for themselves or for their stakeholders. This may be due in part to the fact that historically reports have not sufficiently engaged ‘direct stakeholders’, i.e. employees, customers, investors, suppliers and local communities. In this paper we review the recent history of environmental and social reporting and conclude that, whilst much progress has been made, significant challenges remain. Most notably these challenges include (i) the avoidance of engagement fatigue by stakeholders and opinion formers alike and (ii) the extension of triple-bottom-line principles from corporate headquarters into business unit operations. Conversely there is enormous potential for addressing these challenges and creating significant value for both corporations and their stakeholders through the development of truly interactive (cybernetic) corporate sustainability reports and communications delivered via the internet and other channels. We explore some of the implications of what we believe to be an inevitable transition in how these communications will be orchestrated. Copyright © 2001 John Wiley & Sons, Ltd and ERP Environment
275 citations
TL;DR: The Dow Jones Sustainability Group Index (DJSGI) as discussed by the authors is a framework used by Dow Jones companies for identifying and ranking companies according to their corporate sustainability performance, based on qualitative non-financial information such as quality of management, corporate governance structures, reputational risks, human capital management, stakeholder relations, corporate social responsibility.
190 citations
TL;DR: In this paper, the authors report on the quantitative and qualitative results of a survey of German and UK pharmaceuticals firms and evaluate the significance of various incentives, both intra-firm and external to the organization, that have stimulated eco-change.
Abstract: 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
106 citations
TL;DR: In this article, the authors address the research gap about which corporate architectures and organizational change processes enable green strategies by focusing on two questions: What conditions characterize ecological and humanly sustainable corporations? What alternative architectures can generate and institutionalize corporate sustainability?
Abstract: While there exists a growing literature on corporate “green” strategies, there is a research gap about which corporate architectures and organizational change processes enable “green” strategies. This article addresses the research gap in an interdisciplinary manner by focusing on two questions: What conditions characterize ecological and humanly sustainable corporations? What alternative architectures can generate and institutionalize corporate sustainability? Three alternative architectures for sustainability are treated and three research propositions are identified to further future empirical research on specific architectures that link organization design and corporate sustainability.
98 citations
TL;DR: In this paper, the authors present the ecological footprint accounting tool and demonstrate its usefulness in measuring and monitoring corporate sustainability, which is based on a case study of the city of Liverpool whilst its usefulness is demonstrated with data available in the environmental reports of various companies.
74 citations
TL;DR: The Compass Index of Sustainability as mentioned in this paper is based on the metaphor of the compass, which is used to measure the sustainability of a set of indicators and assess the performance of each of them.
Abstract: Comprehensive indicators of sustainability need to be accessible, useful, and attractive to decision makers and the general public. To this end, we introduce a new aggregation, scaling, and presentation methodology. Called the "The Compass Index of Sustainability", it clusters indicators and assessment scores into four quadrants, based on the metaphor of the compass: N = Nature, E = Economy, S = Society, W = Well-being. The clusters are adapted from the theoretical work of Herman Daly ("Daly's Pyramid") as modified by Donella H. Meadows. In application, the Compass turns a complex indicator set into a series of four performance indices, one for each Compass Point, on a 0–100 scale. Normative decisions based on both scientific and social values determine the conversion formula for each indicator. The four indices can be superaggregated to produce an "Overall Sustainability Index". Once established, the scales provide clear signals about sustainability performance over time compared to an absolute or "ideal" target end-state, rather than the performance of other actors. First applied and publicly released in Orlando, Florida, USA, in July 2000, the compass proved a powerful media communications vehicle in that context, resulting in extensive regional news coverage; and it made a significant strategic impact on regional decision makers, specifically in philanthropy. Versions of the methodology are now being applied in several other US regions, cities, and communities, and other applications are being developed to assess and aggregate corporate sustainability performance as well. The authors believe the Compass Index can also be used as an interface or "add-on" to other indicator systems, such as the emerging Global Reporting Initiative; and as a management tool for comparing performance among variables, identifying priorities, and setting clear improvement targets. This paper describes the theoretical foundations of the Compass Index; the implementation of the first prototype in Orlando, Florida; and the impact of that report on local media and decision makers. It also provides a discussion on problems and challenges associated with the model. Note: The Compass Index of Sustainability, in format and methodology, is the intellectual property of AtKisson, Inc. All rights are reserved. Academic research is encouraged, but commercial use is restricted. Please contact the firm for licensing information.
59 citations
01 Jan 2001
29 citations
01 Jan 2001
TL;DR: Wagner et al. as discussed by the authors proposed value-oriented corporate sustainability management with the Sustainability Balanced Scorecard, which helps to overcome the shortcomings of conventional approaches to environmental and social management systems by integrating three pillars of sustainability into a single and overarching management tool.
Abstract: Kaplan and Norton’s Balanced Scorecard is a management tool that supports the successful implementation of corporate strategies. It has been discussed and considered widely both in practice and research. By linking operational and non-financial corporate activities with causal chains to the firm’s long-term strategy the Balanced Scorecard supports the alignment and management of all corporate activities according to their strategic relevance. The Balanced Scorecard makes it possible to take into account non-monetary strategic success factors which significantly impact the economic success of a business. It is thus a promising starting-point to also incorporate environmental and social aspects into the main management system of a firm. This paper proposes for value-oriented corporate sustainability management with the Sustainability Balanced Scorecard. This helps to overcome the shortcomings of conventional approaches to environmental and social management systems by integrating the three pillars of sustainability into a single and overarching management tool. A Sustainability Balanced Scorecard shows the causal relation between the economic, environmental, and social performance of firms. On the one side this paper discusses the different possible forms of a Sustainability Balanced Scorecard from a conceptual point of view. On the other side it shows the process and steps of formulating a Sustainability Balanced Scorecard for a fictitious company in practice based on the experience of a major joint research project in Germany and Switzerland. 1 Corresponding author: Marcus Wagner, e-mail: mwagner@uni-lueneburg.de. The Sustainability Balanced Scorecard – Theory and Application of a Tool for Value-Based Sustainability Management
25 citations
TL;DR: In this paper, the authors explore the obstacles to implementing sustainable practices and ways those obstacles can be overcome, drawing on first-hand experience with projects gone awry at Aspen Skiing Company and elsewhere in Colorado and in the ski industry.
25 citations
TL;DR: Sustainability requires understanding the "triple bottom line" as mentioned in this paper, which includes economic, societal, and ecological performance, and it involves designing products and processes with a full awareness of their life-cycle costs and benefits, and seeking new technologies to create more value with fewer resources.
Abstract: Global population and environmental pressures are challenging multinational com- panies to develop new business strategies founded upon the principles of sustainability— assuring that they can meet the needs of both present and future generations of customers and stakeholders. Corporate sustainability requires understanding the "triple bottom line", which includes economic, societal, and ecological performance. It involves designing products and processes with a full awareness of their life-cycle costs and benefits, and seeking new tech- nologies to create more value with fewer resources. To put sustainability into practice, com- panies are beginning to transform their core business processes and develop environmental- ly and socially responsible products and services. Many are adopting the concepts of indus- trial ecology and green chemistry in an effort to transform their operations from a linear to a closed-loop business model. This changing climate is creating new opportunities for break- through research and development, ranging from nanotechnology to green chemistry.
10 citations
Book•
17 Jan 2001
TL;DR: In this article, the authors present a case study on the role of the board in corporate governance and the importance of board's role in corporate strategy, as well as a plan of action based on the concept of strategic and operational level.
Abstract: PART I: UNDERSTANDING STRATEGIC MANAGEMENT. Strategy Session 1: Decision Making at the Strategic and Operational Level. Exercise: Innkeepers of America. Strategy Session 2: Understanding the Concept of Strategy. Exercise: How Do You Define Strategy? Strategy Session 3: Communicating Purpose Through Mission Statements Exercise 1: How Well Do These. Exercise 2: Video--Create a Mission Organizations Communicate Their Purpose. Exercise3: Video u Create a Mission Statement for Statement for Caribou Coffee Fossil, Inc. Strategy Session 4: The Board's Role in Corporate Governance. Exercise: Translating the Board's Role into Guidelines for Practice. Strategy Session 5: Viewing Strategy from the Stakeholder Perspective. Exercise: 1: Wal-Mart and Banking. Exercise 2: Role Playing Global Chemical Stakeholders' Interests and Power. PART II: DESIGNING STRATEGY. Strategy Session 6: Forces Affecting Competitive Strategy. Exercise: Intensity of Competition in the Casino Gambling Industry. Strategy Session 7: Generating a Plan of Action: SWOT Analysis. Exercise 1: An Action Plan for Robin Hood. Exercise 2: Video--Kropf Fruit Co.-Future Strategy. Strategy Session 8: Developing Generic Strategy. Exercise 1: Choosing How to Compete in the Lodging. Exercise 2: Video--The Generic Strategy of Caribou Coffee Industry. Strategy Session 9: Building Competitive Advantage. Exercise: Build your Intended Strategy. Strategy Session 10: Viewing Corporate Strategy from the Core Competencies. Perspective Exercise: Corporate Strategy at Honda. Strategy Session 11: Global Strategic Alliances Exercise: Renewing the General Motors-Toyota Alliance. Strategy Session 12: Identifying Transnational Strategies. Exercise: Global Operations of Bata Shoe and Nike. Strategy Session 13: Understanding Turnaround Management. Exercise: The Decline-Turnaround Sequence. Strategy Session 14: Scenarios for Planning: Innovative Approaches for the Future. Exercise: Develop Some Scenarios. PART III: IMPLEMENTING STRATEGY. Strategy Session 15: Succeeding in Strategy Formulation and Implementation. Exercise: Diagnosing Problems at Hewlett Packard. Strategy Session 16 Structuring to Support Strategy. Exercise: Designing Organizational Structures for Club Ed. Strategy Session 17: Strategy Implementation Using the 7-S Model. Exercise: Transition at PeopleSoft Inc. Strategy Session 18: Corporate Sustainability. Exercise: Video--BP's Level of Corporate Sustainability. Strategy Session 19: Monitoring Strategy Implementation Through the Balanced Scorecard. Exercise: Everyone Knows the Score When a Major League Baseball Team Ties Performance to Its Mission. PART IV: INDUSTRY? ANALYIS. Lodging Industry Profile. Template for Industry Analysis. Template for Reading Financial Statements/Analysis. Case Study 1: Mercury Telecom. Case Study 2: Caffeine Satisfaction: Rivalry Among the Coffee Shops. PART V: SEMESTER PROJECTS. Team Projects A & B Project B:Project A: Comparing Two Organizations in the Same Industry Identifying Strategic Issues at Local Business Organizations. MICA Method of Case Analysis and Discussion. References and Sources. Index.
01 Jan 2001
TL;DR: In this article, the authors developed and tested industry-specific, applied work procedures and tools for environmental and emerging sustainability work in the graphic arts industry, including methods to quantify, follow-up, evaluate, manage, improve and communicate the environmental performance of activities in the Graphic Arts supply chain and printed products.
Abstract: The main aim of this thesis is to develop and test industry-specific, applied work procedures and tools for environmental and emerging sustainability work in the graphic arts industry. This includes methods to quantify, follow-up, evaluate, manage, improve and communicate the environmental performance of activities in the graphic arts supply chain and printed products. In order to achieve the aims of the thesis, a selection of work areas were chosen as the basis for developing the industry-specific work procedures and tools. The selected work areas are the following: environmental management (being a part of sustainability management), environmental and sustainability strategies, environmental indicators and design for environment (DfE). The research presented in this thesis was based on survey research methods, case studies and multi-company studies. Within the framework of these methods, quantitative and qualitative techniques for data gathering were used. The companies included in the studies were selected according to their willingness, interest and motivation to participate and develop their environmental or sustainability work. The most significant results of the research presented in this thesis regarding the selected work areas are the following: • An evaluation of early certified environmental management systems (EMSs) in Sweden identified four areas as priorities in making the EMSs more efficient. Two of them, viz. improvement in the follow-up of environmental work, and the linking of EMSs to product design, were developed for the graphic arts industry. The remaining two areas were clarifying the identification process and assessment of environmental aspects, and streamlining and co-ordinating different management systems. • An established and successfully tested working method for formulating and realising corporate sustainability strategies in the graphic arts industry. • Industry-specific environmental indicator models for the graphic arts industry with defined methods for standardised inventorying and calculations. These models have been tested, used and approved of by the industry itself. • Collected and compiled data for the developed environmental indicator models. Data have been collected from quite a large number of companies (10-20 companies for each of the printing techniques covered, i.e. coldset offset, heatset offset and gravure) over a period of several years. • The use of the industry-specific environmental indicator models was developed and illustrated. • A described and recommended work procedure for DfE in graphic arts companies including industry-specific tools for applying DfE to printed products, in the form of a manual and a checklist. The checklist was designed so that it can serve as a simple tool for the environmental assessment of printed products. The tools were tested by graphic arts companies.