Corporate governance and sustainable business conduct-Effects of board monitoring effectiveness and stakeholder engagement on corporate sustainability performance and disclosure choices

2018 ◽  
Vol 26 (2) ◽  
pp. 351-366 ◽  
Author(s):  
Bart Manning ◽  
Geert Braam ◽  
Daniel Reimsbach
Keyword(s):  
Corporate Governance ◽  
Stakeholder Engagement ◽  
Corporate Sustainability ◽  
Sustainable Business ◽  
Sustainability Performance ◽  
Corporate Sustainability Performance ◽  
Board Monitoring

CEO behavior and sustainability performance: the moderating role of corporate governance

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Amel Kouaib ◽  
Asma Bouzouitina ◽  
Anis Jarboui
Keyword(s):  
Corporate Governance ◽  
Real Estate ◽  
Corporate Sustainability ◽  
Least Square ◽  
Content Type ◽  
Sustainability Performance ◽  
Corporate Sustainability Performance ◽  
Good Corporate Governance ◽  
Governance Practices ◽  
The Impact

PurposeThis paper explores how the tension between a firm's CEO overconfidence feature and externally observable hubris attribute may determine the level of corporate sustainability performance. This work also contemplates the impact of the moderator “corporate governance practices.”Design/methodology/approachThis study uses a sample of 658 firm-year-observations using a sample of European real estate firms indexed on Stoxx Europe 600 Index from 2006 to 2019. To test the developed hypotheses, feasible generalized least square (FGLS) regression is applied.FindingsFindings suggest that a good corporate governance score strengthens the positive effect of the psychological bias (CEO overconfidence) on corporate sustainability performance while it fails to attenuate the negative effect of the cognitive bias (CEO hubris).Research limitations/implicationsThe research provides an overview of the impact of CEO personality traits on the corporate sustainability performance level in the European real estate sup-sector. As corporate governance can have a major impact to control these traits, the authors recommend European real estate companies to improve their corporate governance practices.Originality/valueThis study contributes to the existent literature this gap with two empirical novelties: (1) providing a novel insight into sustainability involvement using a sample of European real estate sup-sector and (2) investigating the moderating effect on the link between CEO psychological and cognitive biases and sustainability performance. This study provides empirical evidence that entrenchment problems arising from CEO hubris would not be mitigated by a good corporate governance practice.

scholarly journals Two-Lenses Model to Unfold Sustainability Innovations: A Tool Proposal from Sustainable Business Model and Performance Constructs

2022 ◽  
Vol 14 (1) ◽  
pp. 556
Author(s):  
Sandra Naomi Morioka ◽  
Maria Holgado ◽  
Steve Evans ◽  
Marly M. Carvalho ◽  
Paulo Rotella Junior ◽  
...  
Keyword(s):  
Business Model ◽  
Business Models ◽  
Corporate Sustainability ◽  
Second Phase ◽  
Sustainable Business ◽  
Value Capture ◽  
Stakeholder Satisfaction ◽  
Sustainability Performance ◽  
Stakeholder Orientation ◽  
Corporate Sustainability Performance

This research combines corporate sustainability performance and sustainable business model concepts to improve the corporate sustainability of organizations. The main objective of this article is to propose and apply a tool to identify sustainable innovation opportunities through a structured brainstorming process while providing a systemic business perspective and a strong multi-stakeholder orientation. The present qualitative research was carried out in two phases. The first phase consisted of a critical analysis of literature that enabled the proposition of the Two-Lenses Model (2LM) for sustainability innovation. The corporate sustainability performance lens encompasses strategic drivers, business processes, capabilities, stakeholders’ satisfaction and contributions. The sustainable business models lens considers value proposition, value creation and delivery system and value capture and sharing. The second phase consists of applying the 2LM in two industrial cases. The results show that the proposed model has the potential to trigger the identification of opportunities through two mechanisms: misalignments between performance dimensions and gaps in stakeholder satisfaction. Further research opportunities lie on deepening into these findings and investigating the implementation process for the identified innovation opportunities.

The influence of corporate governance on corporate sustainability: new evidence using panel data in the Iberian macroeconomic environment

2020 ◽  
Vol 28 (4) ◽  
pp. 785-806 ◽  
Author(s):  
Beatriz Lopes Cancela ◽  
Maria Elisabete Duarte Neves ◽  
Lúcia Lima Rodrigues ◽  
António Carlos Gomes Dias
Keyword(s):  
Corporate Governance ◽  
Iberian Peninsula ◽  
Audit Committee ◽  
Corporate Sustainability ◽  
Three Dimensions ◽  
Board Size ◽  
Content Type ◽  
Sustainability Performance ◽  
Corporate Sustainability Performance ◽  
Macroeconomic Environment

Purpose In the macroeconomic environment of the Iberian Peninsula, this paper aims to examine the influence of corporate governance characteristics on corporate sustainability performance. The purpose of this paper is to address corporate practices while determining which corporate governance characteristics can improve corporate sustainability, considering, for this purpose, three dimensions of sustainability: economic, environmental and social. Design/methodology/approach This sample comprises 99 non-financial companies of the Iberian Peninsula, during the 2013–2017 period. The authors have used the panel data methodology, specifically the generalized method of moments (GMM) estimation method proposed by Arellano and Bover (1995) and Blundell and Bond (1998) to test the hypotheses formulated. Findings The results obtained have shown that corporate sustainability performance is affected differently depending on the sustainability dimension that is considered. Specifically, the economic dimension is determined by public debt, the board size, board diversity and the existence of an audit committee. Regarding the environmental dimension, the board size and the presence of the audit committee, as well the corporate social responsibility committee, are the most important determinants. Finally, the social dimension was influenced by the board size, audit committee and the control variable of capital structure, which means that in this dimension, the sources of financing used by the company also help in determining its levels of social concern. Originality/value To the best of the authors’ knowledge, this is the first time that a study has been carried out in the Iberian Peninsula on the corporate sustainability using GMM-system model for three dimensions of sustainability. Corporate sustainability depends on external and internal factors of companies. Therefore, regulators and managers should realize that they will have to be more effective in their statements.

Identification and prioritization of corporate sustainability practices using analytical hierarchy process

2015 ◽  
Vol 10 (1) ◽  
pp. 23-49 ◽  
Author(s):  
Praveen Goyal ◽  
Zillur Rahman ◽  
Absar Ahmad Kazmi
Keyword(s):  
Manufacturing Sector ◽  
Corporate Sustainability ◽  
Pollution Prevention ◽  
Analytic Hierarchy ◽  
Content Type ◽  
Scarce Resources ◽  
Sustainability Performance ◽  
Corporate Sustainability Performance ◽  
Sustainability Practices ◽  
Hierarchy Process

Purpose – The purpose of this paper is to identify and prioritize the corporate sustainability practices to improve the corporate sustainability performance in the manufacturing sector. Further, these practices are being prioritized to find out the essential practices to ensure logical allocation of limited resources. Design/methodology/approach – It examines the corporate sustainability practices which have been shortlisted from both the literature review and experts judgment. Then, analytic hierarchy process has been used to assess the identified 12 practices of corporate sustainability and to find their priorities for improvement of the corporate sustainability performance. Findings – Based on the hierarchical model developed in this study, the analysis reveals market value, environment management and strategy, research and development, pollution prevention, corporate governance and investor responsibility, which have been found to be the most important practices in improving the corporate sustainability performance. Practical implications – The findings of the study would be useful to the practitioners in the proper allocation of scarce resources to optimize the corporate sustainability performance of firms, especially the manufacturing entities. Originality/value – It is a fact that multi-faceted nature of corporate sustainability includes both subjective and objective dimensions. Therefore, prioritization of corporate sustainability at the factor level is one of the important contributions to the literature that has been addressed in the present study. The results of this paper may be generalized to the other sectors.

scholarly journals SIX STEPS IMPLEMENTATION FRAMEWORK FOR CORPORATE SUSTAINABILITY PERFORMANCE MANAGEMENT

2017 ◽  
Vol 8 (3) ◽  
pp. 3 ◽  
Author(s):  
Muhammad Tasleem ◽  
Nawar Khan ◽  
Syed Tasweer Hussain Shah ◽  
Muhammad Saleem ◽  
Asim Nisar
Keyword(s):  
Performance Management ◽  
Corporate Sustainability ◽  
Corporate Management ◽  
Implementation Framework ◽  
Sustainability Performance ◽  
Sustainable Improvement ◽  
Sustainable Performance ◽  
Corporate Sustainability Performance ◽  
Performance Dimensions ◽  
And Performance

Managing sustainability practices holistically within firms is challenging and requires a sound and effective management framework that integrates all associated practices and performance dimensions to act for excellence. Corporate management is keen to adopt roadmap or a framework that can be useful in the identification, management and measurement of the drivers and can lead to desired outcomes relating to sustainable performance. This paper develops and presents a six-steps implementation framework for corporate sustainability performance and related practices keeping in account multifaceted managerial dimensions. These six steps include; identifying stakeholder’s requirements, establishing enterprise vision and sustainability goals, adopting strategies, systems and standardization, aligning technologies, core capabilities and culture, excelling sustainability performance, and progressing sustainable improvement with review and feedback. It also projects the perspective, theme and action items with regard to its effective.

Sign in / Sign up

Export Citation Format

Share Document