Corporate sustainability

About: Corporate sustainability is a research topic. Over the lifetime, 3517 publications have been published within this topic receiving 94075 citations.

Shortcomings in reporting contributions towards the sustainable development goals

Abstract: Despite stakeholder pressure boosts companies to help achieve the sustainable development goals (SDGs), only 36% of Spanish firms have implemented a corporate strategy towards the 2030 Agenda. Furthermore, the correlation between the SDGs and corporate sustainability reporting systems has barely been studied. This research aims at identifying gaps in reporting on corporate contributions in the SDGs by examining the global reporting initiative (GRI) standards and annual reports disclosed by the Spanish industry leaders in the Dow Jones sustainability world index in 2018 and 2019. Findings revealed a high inconsistency between GRI disclosures and actions performed by firms. Intangibility, omission of negative impacts, poor standardization, diversity of criteria and lack of comparability are the main features of corporate reporting employed by enterprises. The design of a quantitative framework that enables the standardization and measurement of positive and negative corporate contributions in the achievement of the SDGs was suggested.

Social Proximity and Environmental NGO Relationships in Corporate Sustainability Reports

Abstract: This study demonstrates how three Finnish companies constructed their stakeholder relationships with environmental NGOs (ENGOs) in terms of social proximity in their sustainability reports between 2003 and 2012. The study identifies five types of stakeholder relationship between ENGOs and corporations constructed in the reports: monetary, management system, collaborative, dialogue and conflicting. Within these relationships the level of constructed social proximity and level of trust vary. The results indicate that, within the 10 years we examined, a change has occurred in the ENGO relationships constructed in corporate sustainability reports: they have shifted from being non-stakeholder relationships to more socially proximate, collaborative ones. However, social proximity is primarily constructed through projects that have little or nothing to do with core business operations. Thus the construction of more socially proximate ENGO relationships is just one way a corporation can seek legitimacy for its environmental management. Copyright © 2014 John Wiley & Sons, Ltd and ERP Environment

The two market leaders in ocean cruising and corporate sustainability

Abstract: Purpose The purpose of this paper is to provide a commentary on the sustainability reports published by the two market leaders in ocean cruising industry. Design/methodology/approach The paper begins with short reviews of the growing interest in the commitment to corporate sustainability and of the growth and market structure of the ocean cruising industry by way of setting the context for the commentary. This commentary is based on a review of the most recent sustainability reports published by the two leading ocean cruising companies which account for almost 75 per cent of total industry revenues. Findings The findings of the paper reveal that the two major ocean cruising companies, namely, Carnival Corporation and Royal Caribbean Cruises, published extensive sustainability reports covering a wide range of environmental, social, economic and governance issues. The other leading ocean cruising companies posted limited information on their approach to sustainability on their corporate websites and some posted no information on sustainability. However, the authors suggest that given that the two major cruising companies account for 70 per cent of ocean cruising passengers, the industry compares favourably in its sustainability reporting with other players in the hospitality industry and the service sector. That said, the authors also suggest that approaches to sustainability within the cruising industry, which are based on continuing growth, present testing management challenges for the leading cruising companies. Originality/value The paper provides an accessible commentary on current approaches to sustainability in the ocean cruising industry, and as such, it will interest professionals working in the cruise industry and more generally in the hospitality industry as well as academics and students interested in hospitality management and sustainability.

Assessing and managing sustainability in international perspective: corporate sustainability across cultures – towards a strategic framework implementation approach

Abstract: Sustainability constitutes an essential element in corporate contexts by now. Corporate sustainability may be addressed differently, either selectively or integrated. The holistic approach opted for primarily focuses on conveying aspects of corporate sustainability across different socio-cultural contexts. In doing so, the full quadruple scope of sustainability dimensions is considered cornerstone of a well-chosen case-study design. Such particular reference prototypically exemplifies business models in highly volatile commodity markets. Continuously longing for optimization and rationalization due to creativity and productivity gains, the company is predominantly challenged by changing customer needs resulting from digitization as mega trend of the twenty-first century. Alluding to the business of stationery and professional office supplies, this case study aims at advocating the systematic proceeding of how to strengthen corporate sustainability through both embracing existing and evolving culture-bound approaches of sustainability vis-a-vis a framework implementation strategy and related guidelines for implementation at operational level. The essential quest is how to convey aspects of corporate sustainability across different socio-cultural contexts? Aiming at contributing to some kind of framework implementation strategy this implies reflecting upon assessing the status quo of corporate sustainability-related strategic approaches, activities and initiatives, means and instruments (sustainability performance); identifying universal and culture-bound drivers (sustainability opportunity); and deducing operational guidelines towards stakeholder awareness, selected strategic options, projects and best practices (sustainability commitment). Given the theoretical background of corporate sustainability and related contexts, impetus for operationalizing is created by triple means of: ▪ Adopting an extended and generic life-cycle assessment (LCA) as core analytic framework and structuring element, corresponding with the value-chain-oriented approach of business segments, ▪ Applying the multi-method paradigm of methodological triangulation, including stakeholder observation, expert interviews and company resources, and ▪ Framing major characteristics as case study according to principles of qualitative content analysis. Assuming that corporate sustainability may be conducive to foster innovation and evolution of products and services, the company’s sustainability performance, sustainability opportunity and sustainability commitment is systematically analysed in line with the generic life cycle. By covering supply chain, production, distribution/packaging, service/use, and end-of-life, the status quo of corporate sustainability-related strategic approaches is assessed first, followed by identifying universal and culture-bound drivers to corporate sustainability, and concluding operational guidelines in terms of stakeholder awareness, selected strategic options, projects and best practices. A resultant framework implementation strategy provides four strategic options of product stewardship, operational efficiency, innovative transformation, and adaptive responsiveness, and attributing them to cross-sectoral aspects of innovation, business-model evolution and socio-cultural contexts, first and foremost. Innovative value is added by systematically and holistically assessing corporate sustainability driven by grounded heuristics, multi-dimensional and culture-inclusive rationale, and implementation-focused impetus. It can be concluded that adequately taking socio-cultural contexts into consideration may constitute a strategic and influential driving force to corporate sustainability, that strengthening cultural aspects of corporate sustainability may push the innovative capacity for business-model evolution; and that highlighting comparative advantages of sustainability-oriented manufacturing and branding favours the identification of business cases for sustainability. In a nutshell, corporate commitment to/for sustainability is essentially advised in challenging times of economic turbulence and rapid changes; it represents the window of opportunity to revisit assumptions and value propositions of long-lived business models.