The Current Status of Korean Corporate Sustainability Management

2014 ◽  
pp. 141-166
Author(s):  
Jong-Dae Kim ◽  
Ki-Hoon Lee
Keyword(s):  
Corporate Sustainability ◽  
Current Status ◽  
Sustainability Management

Corporate Sustainability: Challenge to Managerial Orthodoxies

2003 ◽  
Vol 9 (1) ◽  
pp. 2-11 ◽  
Author(s):  
Dexter Dunphy
Keyword(s):  
Case Studies ◽  
Corporate Sustainability ◽  
Central Place ◽  
Marked Contrast ◽  
Sustainability Management

ABSTRACTThis paper addresses the issue of corporate sustainability. It examines why achieving sustainability is becoming an increasingly vital issue for society and organisations, defines sustainability and then outlines a set of phases through which organisations can move to achieve increasing levels of sustainability. Case studies are presented of organisations at various phases indicating the benefits, for the organisation and its stakeholders, which can be made at each phase. Finally the paper argues that there is a marked contrast between the two competing philosophies of neo-conservatism (economic rationalism) and the emerging philosophy of sustainability. Management schools have been strongly influenced by economic rationalism, which underpins the traditional orthodoxies presented in such schools. Sustainability represents an urgent challenge for management schools to rethink these traditional orthodoxies and give sustainability a central place in the curriculum.

Corporate Sustainability Management

2016 ◽  
pp. 85-97
Author(s):  
Stefan Schaltegger ◽  
Erik G. Hansen ◽  
Heiko Spitzeck
Keyword(s):  
Corporate Sustainability ◽  
Sustainability Management

The transformation of corporate sustainability model in the context of achieving the UN SDGs: evidence from the leading Russian companies

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Yury E. Blagov ◽  
Anastasia A. Petrova-Savchenko
Keyword(s):  
Sustainable Development ◽  
Model Transformation ◽  
Corporate Social Performance ◽  
Corporate Sustainability ◽  
Current Status ◽  
Future Research ◽  
Business Practices ◽  
Content Type ◽  
Corporate Social ◽  
Sustainability Model

Purpose The purpose of this paper is to explore the current status and identify the main trends in leading Russian companies’ corporate sustainability model transformation in the context of achieving the United Nations Sustainable Development Goals (UN SDGs). Design/methodology/approach A theoretical approach is based on the interpretation of corporate sustainability model transformation within the corporate social performance (CSP) framework. The corporate sustainability model is described according to Dyllick and Muff (2016) business sustainability (BST) 1.0-3.0 spectrum. The analysis is settled on survey data collected from leading Russian companies participated in the “Report on Social Investments in Russia” project conducted by the Russian Managers Association from 2008 to 2019. Findings This paper finds that the BST 2.0 is becoming a dominant model based on the “creating shared value” goal. The related CSP is characterized by their orientation to the principles of the UN Global Compact; by the emergence of a coordinating role for specialized departments of corporate social responsibility (CSR) and/or sustainability; and by the regular sustainability reporting. The SDGs are generally correlated with responsible business practices that are already in existence in companies. The emerging trend towards the advanced BST 3.0 model including the SDGs integration into the main business processes is constrained by the lack of active cooperation between companies. Research limitations/implications The research sample includes only large Russian companies with a significant industry diversity, participating in the “Report on Social Investments in Russia” project, thereby restricting the analysis of non-participants. The relatively low repetition of participants in this long-term project does also restrict the degree of generalization. Future research could be based on the findings of this paper to create and test hypotheses via a nationwide study of Russian businesses as well as cross-national comparative studies. Practical implications The analysis of the corporate sustainability model transformation through studying the key CSP framework elements could support Russian companies in creating systemic changes of their principles, processes and outcomes measurements in the context of achieving the UN SDGs. Originality/value This study contributes to existing literature by combining the corporate sustainability model transformation analysis with the CSP framework. It describes the experience of large Russian companies that publicly position themselves as national leaders in the field of CSR and sustainable development.

scholarly journals Sustainability Balanced Scorecard for a Brazilian agricultural and livestock company

2020 ◽  
Vol 159 ◽  
pp. 04005 ◽  
Author(s):  
Lindiana Araújo ◽  
Helena Oliveira ◽  
Luís Gomes
Keyword(s):  
Balanced Scorecard ◽  
Agricultural Sector ◽  
Agricultural Land ◽  
Qualitative Case Study ◽  
Corporate Sustainability ◽  
Environmental Issues ◽  
Sustainability Management ◽  
Organizational Benefits ◽  
Sustainability Balanced Scorecard

The agricultural sector in Brazil has a noticeable impact on its wealth and a significant effect on sustainability. This study presents the corporate sustainability management through the integration of social and environmental issues in the traditional Balanced Scorecard, that is, through a Sustainability Balanced Scorecard (SBSC). It establishes causal relationships between economic, social and environmental perspectives, and highlights its potential impacts. This study relays on the Brazilian company with the largest amount of agricultural land. This company acquires, develop, exploit and commercialize rural properties that are suitable for agriculture. The main purpose of this paper is to study the company and to propose an SBSC. We present a qualitative case study based on interviews and on documental analysis. We conclude that, through this framework, sustainability can be aligned with the strategic management of the company. The implementation of an SBSC provides organizational benefits and must take into consideration the peculiarities of each organization.

Corporate sustainability management under market uncertainty

2019 ◽  
Vol 32 (5) ◽  
pp. 1023-1037 ◽  
Author(s):  
Honglei Liu ◽  
Sang Jin Kim ◽  
Huanzhang Wang ◽  
Kyung Hoon Kim
Keyword(s):  
Social Responsibility ◽  
Corporate Sustainability ◽  
Environmental Responsibility ◽  
Market Uncertainty ◽  
Term Survival ◽  
Sustainability Management ◽  
Long Term Survival ◽  
Content Type ◽  
Survival And Growth

Purpose The purpose of this paper is to understand how market uncertainty affects sustainability management for long-term survival and growth. Design/methodology/approach Structural equation modeling is applied to evaluate the research model using data from a survey of 210 firms in China. Findings Empirical findings show that market uncertainty encourages entrepreneurship, which is an impetus for sustainability management. Economic and environmental responsibility positively affects balanced scorecard, but social responsibility does not. Research limitations/implications The study results show that economic and environmental responsibility is essential for success, but social responsibility appears to lack effect. Therefore, future research might further explore why social responsibility fails to enhance corporate performance. Practical implications When firms consider sustainability management for long-term survival and growth, they should not only strive to grow regional economic benefits but also adhere to environmental regulations and protect the local ecosystem. Originality/value This study observes how market uncertainty, entrepreneurship and corporate sustainability (economic, environmental and social responsibility) affect the overall performance of firms in China.

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