Note: Off-Campus Access will require a UD Network ID and Password
Kiron, D., Unruh, G., Reeves, M., Kruschwitz, N., Rubel, H., & ZumFelde, A. M. (2017). Corporate sustainability at a crossroads. MIT Sloan Management Review, 58(4), n/a-0. Retrieved from https://dbproxy.udallas.edu/login?url=https://search.proquest.com/docview/1917372164?accountid=7106
Just as the creation of shareholder value requires performance on multiple dimensions, the global challenges associated with sustainable development are also multifaceted, involving economic, social, and environmental concerns. Indeed, these challenges have implications for virtually every aspect of a firm's strategy and business model. Yet, most managers frame sustainable development not as a multidimensional opportunity, but rather as a one-dimensional nuisance, involving regulations,...
Stuart L. Hart and Mark B. Milstein, “Creating Sustainable Value,” Academy of Management Executive, 2003, pp. 56-67.
Amanco: Developing the Sustainability Scorecard (Located in e-reserves module)
Describes the challenges of using the Balanced Scorecard to implement a triple-bottom-line strategy for delivering excellent economic, environmental, and social performance. The owners and senior executive team of Amanco, a producer of plastic pipe and complete water treatment systems, want strong financial returns but are also deeply committed to improving the environment and making a difference in people's lives.
Amanco: Developing the Sustainability Scorecard. Harvard Business School Case. Jan 25, 2007.
Sustainable Development at Shell (Located in e-reserves module)
Describes the complex and challenging process by which social and environmental concerns are integrated into the existing strategy of a large, multinational firm. Details the circumstances leading up to a large-scale effort to transform Shell's strategy to take into account principles of sustainable development. This case describes corporate-level sustainable development initiatives and the process through which a comprehensive sustainable development strategy was initiated and developed.
The article refers to HBR Green--a series of online discussions about best practices and strategic planning for green businesses. Topics include: Total Quality Management; supply chains; leadership; a survey of green consumers; a green version of the 14-point plan developed by W. Edwards Deming; a posted comment about a strategy presented by University of Michigan professor Andrew J. Hoffman and MMA Renewable Ventures deal associate John Woody...
The article discusses the concepts of business megatrends and of sustainability which can limit companies' capacity to create value for consumers. Topics include venture investment in clean technology and sustainability programs, externalities that can affect a business' competitiveness, and the shift in consumers' preferences toward efficiency which led to Total Quality Management.
The article is a HBR fictional case study that focuses on a company's process for determining if it needs a chief sustainability officer (CSO) on its executive management team. The experts commenting on this topic are SAP company's chief sustainability officer Peter Graf and Coca-Cola's chief executive officer Muhtar Kent.
When companies pursue sustainability, it's usually to demonstrate that they are socially responsible. They expect that the endeavor will add to their costs, deliver no immediate financial benefits, and quite possibly erode their competitiveness. Meanwhile, policy makers and activists argue that it will take tougher regulations and educated, organized consumers to force businesses to adopt sustainable practices.
Sustainability is garnering ever-greater public attention and debate. However, the business implications of sustainability merit greater scrutiny and scrutiny of a different kind than the green-oriented focus that's most common. Will sustainability change the competitive landscape and reshape the opportunities and threats that companies face? If so, how? How worried are executives and other stakeholders about the impact of sustainability efforts on the corporate bottom line?
From a business perspective (not to mention other perspectives), certain current events haven't treated sustainability kindly. Last years much-publicized shortcomings of the climate talks in Copenhagen turned into this year's less-publicized replica in Cancun - leaving questions unanswered about the future regulatory and carbon-price landscape. And the global economy's recovery has been more halting than hoped, at least in the West.
Sustainability is the buzzword du jour, but how do you actually go about achieving it? Well, its clear there isn't a one-size-fits-all strategy. Look at five companies, and you will see five different paths, each particular to a specific company's market and problems.
This article identifies eight significant ways that current management expectations and practices will be affected by growing societal and economic understanding about sustainability. Among them: how labor productivity can be dramatically increased by sustainability designed workplaces; how companies bump into sustainability-related choices, even when they don't look for them; how a company's sustainability profile will become a proxy for the organizations overall management quality...
In 1994, when Interface Inc's founder and CEO Ray Anderson began to think about his legacy, it made him uneasy. Deep down, Anderson realized that the business model of the commercial carpet manufacturing company he had founded 20 years before was based on digging up the earth and turning petroleum and other materials into polluting products that ended up in landfills not something he wanted his grandchildren and great-grandchildren to remember him by. So Anderson broke with the old model.
Kimpton Hotels: Balancing Strategy and Environmental Sustainability (Located in e-reserves module)
Michael Pace faced a dilemma. He was Kimpton Hotels' West Coast Director of Operations and Environmental Programs, General Manager of its Villa Florence Hotel in San Francisco, and the main catalyst for implementing its "EarthCare" program nationally. He was determined to help the boutique hotel chain walk the talk regarding its commitment to environmental responsibility, but he also had agreed not to introduce any new products or processes that would be more expensive than those they replaced.
WalMart China: Sustainable Operations Strategy (Located in e-reserves module)
A German expatriate had moved to China in 2005 to take up a merchandising position at the Wal-Mart China headquarters in Shenzen. By 2008 he had been promoted to the new position of senior director for sustainability for Wal-Mart China (retail) and Global Procurement. His new position required that he lead the rapidly-approaching inaugural Wal-Mart Sustainability Summit. The senior director must ensure that Wal-Mart China's five Strategic Value Networks (SVNs), which were tasked with leading sustainability change within the organization, continued to engage stakeholders by implementing innovative solutions that not only cut costs but also lead to more sustainable operations. The case describes Wal-Mart China's operations (including purchasing, distribution and retail) in the context of the company's desire to improve sustainability in a manner appropriate to China. The immediate issue is to identify opportunities to improve the sustainability of Wal-Mart China's distribution systems...
Sustainability at Millipore (Located in e-reserves module)
This case describes Millipore Corporation's approach to becoming a more environmentally sustainable company. As he prepared for his quarterly meeting with the CEO, the Director of Sustainability needed to develop positions on several issues. Tactically, he needed to recommend whether the company should purchase carbon offsets to help meet its aggressive greenhouse gas reduction targets, and whether to continue publicly reporting its greenhouse gas emissions and strategies despite recent problems. On a more strategic level, he needed to recommend how to take the company's Sustainability Initiative to the next level and consider whether changes were needed to its organizational structure. Finally, he needed to develop a more systematic approach to prioritizing investments in various projects being proposed to improve environmental performance. The case provides a background of the sustainability movement and reviews major sustainability frameworks.
Organized hypocrisy, organizational facades, and sustainability reporting. ((Located in e-reserves module))
Note: Must use UD Network ID and Password if accessing off-campus.
Cho, C.H., Laine, M., Roberts, R.W. & Rodrigue, M. (2015). Organized hypocrisy, organizational facades, and sustainability reporting. Accounting, Organizatiions and Society, 40, 78-94.
The Evolution of Sustainability Reporting (Located in e-reserves module)
The Evolution of Sustainability Reporting from the CPA Journal discusses sustainability reporting and guidelines so that companies can document compliance and initiatives.
Although most of the research and public pressure concerning sustainability has been focused on the effects of business and organizational activity on the physical environment, companies and their management practices profoundly affect the human and social environment as well. This article briefly reviews the literature on the direct and indirect effects of organizations and their decisions about people on human health and mortality.
As many markets become ever more transparent to environmentally conscious customers, the pursuit of sustainability will shift from a choice that companies make to a sheer necessity of survival. Many executives understand how these dynamics will fundamentally alter their businesses, and they understand that sustainability is, ultimately, about the sustainability of their own organizations.