Pub Date : 2011-06-27DOI: 10.1504/IJSSM.2011.040778
A. Waal, Giovanna Orcotoma Escalante
Recent literature indicates that the application of corporate social responsibility (CSR) can lead to better organisational performance. It is therefore logical to propose that CSR is not just a philosophy but can be a methodology suitable for business purposes, in the sense that a good application of CSR techniques supports an organisation in becoming a high performance organisation (HPO). The research described in this article investigates whether an organisation that applies CSR more fully achieves better organisational results than an organisation which uses CSR less in its business dealings. A comparison of two mining companies in Peru, using a CSR-HPO framework, shows that the mining company which practised CSR better indeed achieves higher organisational performance and is well on its way to becoming an HPO. A direct consequence of this finding is that it makes both social and economic sense for organisations to work on their CSR practice and behaviour, in order to become and stay an HPO.
{"title":"Does the application of corporate social responsibility support a high performance organisation in achieving better results? The case of mining multinationals in Peru","authors":"A. Waal, Giovanna Orcotoma Escalante","doi":"10.1504/IJSSM.2011.040778","DOIUrl":"https://doi.org/10.1504/IJSSM.2011.040778","url":null,"abstract":"Recent literature indicates that the application of corporate social responsibility (CSR) can lead to better organisational performance. It is therefore logical to propose that CSR is not just a philosophy but can be a methodology suitable for business purposes, in the sense that a good application of CSR techniques supports an organisation in becoming a high performance organisation (HPO). The research described in this article investigates whether an organisation that applies CSR more fully achieves better organisational results than an organisation which uses CSR less in its business dealings. A comparison of two mining companies in Peru, using a CSR-HPO framework, shows that the mining company which practised CSR better indeed achieves higher organisational performance and is well on its way to becoming an HPO. A direct consequence of this finding is that it makes both social and economic sense for organisations to work on their CSR practice and behaviour, in order to become and stay an HPO.","PeriodicalId":319298,"journal":{"name":"International Journal of Sustainable Strategic Management","volume":"20 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2011-06-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131504520","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2011-06-27DOI: 10.1504/IJSSM.2011.040780
Maria Lai-Ling Lam
This paper is about the perceptions of 30 Chinese executives who are working for 20 foreign multinational enterprises in China about their corporate social responsibility programmes in China. It is based on the author’s extensive literature review, five years’ field work in China, Japan, and the USA, and personal reflections. There are two common problems of sustainability of foreign multinational enterprises in China: profit at the expense of innovation and integration in daily operations, and corporate social responsibility programmes are politicised for government relationships. Only two exemplary companies learned how to adopt the Chinese way of sustainability by increasing the Chinese Government’s capacity in the public service sector. There were six recommended strategies of sustainability: increase localisation, enhance the capacity of selected local suppliers, develop collaborative capacity with internal employees and external stakeholders, use a public-private platform to lobby the Chinese Government, change the poor consumers to be producers, and develop an internal culture of human flourishing based on sustainability concept.
{"title":"Successful strategies for sustainability in China and the global market economy","authors":"Maria Lai-Ling Lam","doi":"10.1504/IJSSM.2011.040780","DOIUrl":"https://doi.org/10.1504/IJSSM.2011.040780","url":null,"abstract":"This paper is about the perceptions of 30 Chinese executives who are working for 20 foreign multinational enterprises in China about their corporate social responsibility programmes in China. It is based on the author’s extensive literature review, five years’ field work in China, Japan, and the USA, and personal reflections. There are two common problems of sustainability of foreign multinational enterprises in China: profit at the expense of innovation and integration in daily operations, and corporate social responsibility programmes are politicised for government relationships. Only two exemplary companies learned how to adopt the Chinese way of sustainability by increasing the Chinese Government’s capacity in the public service sector. There were six recommended strategies of sustainability: increase localisation, enhance the capacity of selected local suppliers, develop collaborative capacity with internal employees and external stakeholders, use a public-private platform to lobby the Chinese Government, change the poor consumers to be producers, and develop an internal culture of human flourishing based on sustainability concept.","PeriodicalId":319298,"journal":{"name":"International Journal of Sustainable Strategic Management","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2011-06-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130226892","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2010-04-08DOI: 10.1504/IJSSM.2010.032556
Anke Arnaud, Leslie Sekerka
Recognising pressing ecological sustainability issues such as global warming and the depletion of natural resources, leaders are challenged to address these concerns amongst competing demands. Therefore, organisations and their members must become innovative in the way they develop and manufacture products, offer services and conduct business. To advance this discussion, we propose a framework that identifies how innovation for sustainability can be fostered in organisations. We explain that innovation for sustainability requires an organisational climate for sustainability grounded in ethics. Furthermore, we illustrate how positive emotions moderate the relationship between this climate and innovation for sustainability.
{"title":"Positively ethical: the establishment of innovation in support of sustainability","authors":"Anke Arnaud, Leslie Sekerka","doi":"10.1504/IJSSM.2010.032556","DOIUrl":"https://doi.org/10.1504/IJSSM.2010.032556","url":null,"abstract":"Recognising pressing ecological sustainability issues such as global warming and the depletion of natural resources, leaders are challenged to address these concerns amongst competing demands. Therefore, organisations and their members must become innovative in the way they develop and manufacture products, offer services and conduct business. To advance this discussion, we propose a framework that identifies how innovation for sustainability can be fostered in organisations. We explain that innovation for sustainability requires an organisational climate for sustainability grounded in ethics. Furthermore, we illustrate how positive emotions moderate the relationship between this climate and innovation for sustainability.","PeriodicalId":319298,"journal":{"name":"International Journal of Sustainable Strategic Management","volume":"119 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2010-04-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133851998","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2010-04-08DOI: 10.1504/IJSSM.2010.032560
Jean D. Kabongo
This article highlights the strategic challenges of creating value with residuals through residual material reclamation practices based on the experiences of 12 Canadian facilities. The study is grounded in managerial discourse and connotations from an interpretative approach. In all, 56 managers from 12 selected industrial facilities implementing the residual material reclamation practices participated in the study. In addition, three managers from three distinct companies that provided residuals support services to the selected facilities and a government official responsible for the development of industrial ecology activities were also interviewed. The analysis of data followed the guidelines of the grounded theory approach of Strauss and Corbin. The in-depth interviews disclose that reclamation of residual materials is associated with hyper-flexibility. This means residual material reclamation is an atypical and stochastic industrial activity with challenges across functional areas. Four types of challenges are identified: materials management, marketing/sales, environmental and human resource strategic challenges.
{"title":"Strategic challenges of creating value with residuals: what is inside residual material reclamation?","authors":"Jean D. Kabongo","doi":"10.1504/IJSSM.2010.032560","DOIUrl":"https://doi.org/10.1504/IJSSM.2010.032560","url":null,"abstract":"This article highlights the strategic challenges of creating value with residuals through residual material reclamation practices based on the experiences of 12 Canadian facilities. The study is grounded in managerial discourse and connotations from an interpretative approach. In all, 56 managers from 12 selected industrial facilities implementing the residual material reclamation practices participated in the study. In addition, three managers from three distinct companies that provided residuals support services to the selected facilities and a government official responsible for the development of industrial ecology activities were also interviewed. The analysis of data followed the guidelines of the grounded theory approach of Strauss and Corbin. The in-depth interviews disclose that reclamation of residual materials is associated with hyper-flexibility. This means residual material reclamation is an atypical and stochastic industrial activity with challenges across functional areas. Four types of challenges are identified: materials management, marketing/sales, environmental and human resource strategic challenges.","PeriodicalId":319298,"journal":{"name":"International Journal of Sustainable Strategic Management","volume":"6 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2010-04-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115309475","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2010-04-08DOI: 10.1504/IJSSM.2010.032561
Jack Mccann, R. Holt
The concepts of sustainable leadership remain complex and confusing for employees, leaders and organisations to grasp. It is a challenge for today's organisations to define these concepts and to be able to measure them. This study analysed the interpretations of sustainability, subsequently developing a sustainable leadership definition acceptable to all demographics within an organisation. This simplified definition and example will be used in a questionnaire developed by the authors, the Sustainable Leadership Questionnaire (SLQ). The ultimate objective for the use of this definition is to aid in gauging employees' perception of sustainable leadership in organisations by way of the SLQ. Additionally, the questionnaire will be used as a baseline to track organisational improvements, if any, over time in sustainable leadership behaviours.
{"title":"Defining sustainable leadership","authors":"Jack Mccann, R. Holt","doi":"10.1504/IJSSM.2010.032561","DOIUrl":"https://doi.org/10.1504/IJSSM.2010.032561","url":null,"abstract":"The concepts of sustainable leadership remain complex and confusing for employees, leaders and organisations to grasp. It is a challenge for today's organisations to define these concepts and to be able to measure them. This study analysed the interpretations of sustainability, subsequently developing a sustainable leadership definition acceptable to all demographics within an organisation. This simplified definition and example will be used in a questionnaire developed by the authors, the Sustainable Leadership Questionnaire (SLQ). The ultimate objective for the use of this definition is to aid in gauging employees' perception of sustainable leadership in organisations by way of the SLQ. Additionally, the questionnaire will be used as a baseline to track organisational improvements, if any, over time in sustainable leadership behaviours.","PeriodicalId":319298,"journal":{"name":"International Journal of Sustainable Strategic Management","volume":"43 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2010-04-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122891653","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2010-04-08DOI: 10.1504/IJSSM.2010.032559
Janet K. Tinoco
Apathy by both industry and academia continues to linger with respect to the role marketing innovation plays in corporate success, made visible by the overwhelming concentration of organisational and scholarly research on product innovation. This study introduces marketing innovation as another innovation vehicle that can lead to sustained competitive advantage, particularly when synergistically combined with product innovation. In this paper, the dynamics of marketing innovation throughout the industry lifecycle are examined, along with the implications of marketing innovation for firm sustained competitive advantage and performance. It is proposed that the positive synergy created by marketing innovation and product innovation leads to greater competitive advantage and subsequently, firm success than either innovation alone. Lastly, the study draws innovation for sustainability into the multidimensional mix as a new key ingredient for sustained competitive advantage in today's environment.
{"title":"Marketing innovation: the unheralded innovation vehicle to sustained competitive advantage","authors":"Janet K. Tinoco","doi":"10.1504/IJSSM.2010.032559","DOIUrl":"https://doi.org/10.1504/IJSSM.2010.032559","url":null,"abstract":"Apathy by both industry and academia continues to linger with respect to the role marketing innovation plays in corporate success, made visible by the overwhelming concentration of organisational and scholarly research on product innovation. This study introduces marketing innovation as another innovation vehicle that can lead to sustained competitive advantage, particularly when synergistically combined with product innovation. In this paper, the dynamics of marketing innovation throughout the industry lifecycle are examined, along with the implications of marketing innovation for firm sustained competitive advantage and performance. It is proposed that the positive synergy created by marketing innovation and product innovation leads to greater competitive advantage and subsequently, firm success than either innovation alone. Lastly, the study draws innovation for sustainability into the multidimensional mix as a new key ingredient for sustained competitive advantage in today's environment.","PeriodicalId":319298,"journal":{"name":"International Journal of Sustainable Strategic Management","volume":"33 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2010-04-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124307266","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2010-04-08DOI: 10.1504/IJSSM.2010.032558
Barnali Chaklader, Deya Roy
There is growing interest within businesses to improve the sustainability of operations, which is, balancing short term goals of turnover and profit with long term goals in social and environmental performance. The 'balanced score card' (BSC) (Kaplan and Norton, 1996) is a strategy-centred performance-measurement tool that enables firms to align their operations to their business strategies. The conventional BSC includes four perspectives: financial, customer, internal process and learning and innovation but excludes two important long term perspectives: environmental and social. Dyllick and associates (1992) have shown that appropriate strategy for the management of environmental and social aspects is lacking. This lacuna can be addressed if the BSC also covers the environmental and social perspectives, enabling firms to evolve relevant strategy. Using the concepts of BSC and sustainability BSC (SBSC), this paper extends the conventional BSC of a firm to include social and environmental factors, invoking Tata Motors Ltd. as a case study.
{"title":"Sustainable development using the sustainability balanced score card: the case of Tata Motors, India","authors":"Barnali Chaklader, Deya Roy","doi":"10.1504/IJSSM.2010.032558","DOIUrl":"https://doi.org/10.1504/IJSSM.2010.032558","url":null,"abstract":"There is growing interest within businesses to improve the sustainability of operations, which is, balancing short term goals of turnover and profit with long term goals in social and environmental performance. The 'balanced score card' (BSC) (Kaplan and Norton, 1996) is a strategy-centred performance-measurement tool that enables firms to align their operations to their business strategies. The conventional BSC includes four perspectives: financial, customer, internal process and learning and innovation but excludes two important long term perspectives: environmental and social. Dyllick and associates (1992) have shown that appropriate strategy for the management of environmental and social aspects is lacking. This lacuna can be addressed if the BSC also covers the environmental and social perspectives, enabling firms to evolve relevant strategy. Using the concepts of BSC and sustainability BSC (SBSC), this paper extends the conventional BSC of a firm to include social and environmental factors, invoking Tata Motors Ltd. as a case study.","PeriodicalId":319298,"journal":{"name":"International Journal of Sustainable Strategic Management","volume":"31 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2010-04-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121444386","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2010-04-08DOI: 10.1504/IJSSM.2010.032557
K. Sridhar
This article has two themes: the energy (electricity) industry and strategy from a Porter's five forces framework. The concept of the various types of energy provided by electricity companies in Australia is becoming a hot topic, due to the sustainability movement. While EnergyAustralia, an incumbent, has dominated the industry for a long time, new entrants like JackGreen, focusing primarily on retailing green energy, are attempting to disrupt the energy industry (a big hint is the decision by the Australian Government to sell EnergyAustralia's retail arm). Firstly, this paper provides an industry overview using Porter's National Competitive Advantage framework. Secondly, this paper uses the Porter's five forces framework to breakdown the power struggle between these two companies and microscopically analyses the two firms based on each of Porter's five forces.
{"title":"An Incumbent vs. a new entrant : a Porter's five forces tale of a powerful electricity provider vs. a green energy retailer","authors":"K. Sridhar","doi":"10.1504/IJSSM.2010.032557","DOIUrl":"https://doi.org/10.1504/IJSSM.2010.032557","url":null,"abstract":"This article has two themes: the energy (electricity) industry and strategy from a Porter's five forces framework. The concept of the various types of energy provided by electricity companies in Australia is becoming a hot topic, due to the sustainability movement. While EnergyAustralia, an incumbent, has dominated the industry for a long time, new entrants like JackGreen, focusing primarily on retailing green energy, are attempting to disrupt the energy industry (a big hint is the decision by the Australian Government to sell EnergyAustralia's retail arm). Firstly, this paper provides an industry overview using Porter's National Competitive Advantage framework. Secondly, this paper uses the Porter's five forces framework to breakdown the power struggle between these two companies and microscopically analyses the two firms based on each of Porter's five forces.","PeriodicalId":319298,"journal":{"name":"International Journal of Sustainable Strategic Management","volume":"25 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2010-04-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130880682","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2010-04-08DOI: 10.1504/IJSSM.2010.032555
A. Balbaa, J. Liyanage
Seaports are economically important and publicly sensitive organisations. In order to achieve their objectives, more attention should pay to the quality in environmental issues through environmental management systems. Many seaports in Egypt, in fact, lack comprehensive methodologies to help support action programs towards environmental sustainability. As part of an ongoing R&D project in Egypt, a methodology (IMESM) was developed, which is based on the recommendations (EFQM) and (PERS). This specific study is conducted to introduce this methodology to the port and to identify the level of importance of a set of specific items in the methodology and the level of compliance of the port to these items. It is expected that the chosen items in the IMESM criteria will serve as a supportive basis for the port authority to achieve the required environmental sustainability. Results are discussed, including an assessment of areas that require improvement.
{"title":"Environmental sustainability management process in a port of study in Egypt: compliance level and importance analysis towards an integrated methodology","authors":"A. Balbaa, J. Liyanage","doi":"10.1504/IJSSM.2010.032555","DOIUrl":"https://doi.org/10.1504/IJSSM.2010.032555","url":null,"abstract":"Seaports are economically important and publicly sensitive organisations. In order to achieve their objectives, more attention should pay to the quality in environmental issues through environmental management systems. Many seaports in Egypt, in fact, lack comprehensive methodologies to help support action programs towards environmental sustainability. As part of an ongoing R&D project in Egypt, a methodology (IMESM) was developed, which is based on the recommendations (EFQM) and (PERS). This specific study is conducted to introduce this methodology to the port and to identify the level of importance of a set of specific items in the methodology and the level of compliance of the port to these items. It is expected that the chosen items in the IMESM criteria will serve as a supportive basis for the port authority to achieve the required environmental sustainability. Results are discussed, including an assessment of areas that require improvement.","PeriodicalId":319298,"journal":{"name":"International Journal of Sustainable Strategic Management","volume":"5 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2010-04-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123649316","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2010-03-12DOI: 10.1504/IJSSM.2010.032166
Bruno Tiberghien, Christophe Alaux
Management of inherently dangerous territories (IDT) represents a major issue for our society which should be prepared to cope with inherent risks. The problem that underlies our thoughts is to know how to manage in a sustainable way, the inherent dangerousness of a territory. The original concept of IDT questions classic probability approaches of the risk. It considers risk as a territory's constituent. Observing various territories in their historical dimension, and focusing our analysis on contemporary public actions in natural hazards management, we investigate the relation between risk and territory as well as strategies of adaptation developed in territorial crisis management.
{"title":"Governance of inherently dangerous territories: strategies of adaptation and perspectives of evolution","authors":"Bruno Tiberghien, Christophe Alaux","doi":"10.1504/IJSSM.2010.032166","DOIUrl":"https://doi.org/10.1504/IJSSM.2010.032166","url":null,"abstract":"Management of inherently dangerous territories (IDT) represents a major issue for our society which should be prepared to cope with inherent risks. The problem that underlies our thoughts is to know how to manage in a sustainable way, the inherent dangerousness of a territory. The original concept of IDT questions classic probability approaches of the risk. It considers risk as a territory's constituent. Observing various territories in their historical dimension, and focusing our analysis on contemporary public actions in natural hazards management, we investigate the relation between risk and territory as well as strategies of adaptation developed in territorial crisis management.","PeriodicalId":319298,"journal":{"name":"International Journal of Sustainable Strategic Management","volume":"17 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2010-03-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125254410","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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