The triple-bottom-line: framing of trade-offs in sustainability planning practice

2009 ◽  
Vol 12 (5) ◽  
pp. 597-610 ◽  
Author(s):  
Makena Coffman ◽  
Karen Umemoto
2017 ◽  
Vol 19 (1) ◽  
pp. 107-116 ◽  
Author(s):  
Christopher J Brown ◽  
Glenn Althor ◽  
Benjamin S Halpern ◽  
Md Sayed Iftekhar ◽  
Carissa J Klein ◽  
...  

2020 ◽  
Vol 114 ◽  
pp. 445-452
Author(s):  
Gemma Smith ◽  
Lauren Bayldon Block ◽  
Newsha Ajami ◽  
Alberto Pombo ◽  
Lizzette Velasco-Aulcy

2013 ◽  
Vol 110 (15) ◽  
pp. 6229-6234 ◽  
Author(s):  
B. S. Halpern ◽  
C. J. Klein ◽  
C. J. Brown ◽  
M. Beger ◽  
H. S. Grantham ◽  
...  

2017 ◽  
Vol 2017 (1) ◽  
pp. 401-414
Author(s):  
Anna J Munson ◽  
Webster F Hoener ◽  
Robert P Dominak ◽  
James E Welp

2021 ◽  
Vol 13 (14) ◽  
pp. 7587
Author(s):  
James W. Westerman

The Human Resource (HR) function is often viewed by those in organizations as a process function and a cost-center, which results in an enhanced risk of outsourcing and automation. However, HR is also uniquely positioned to engage firms in cross-functional transformational change efforts, as its work is embedded in every business function within an organization. Sustainable HR and the triple bottom line (TBL) present opportunities for HR to build a strategic role within organizations. This essay provides strategic and tactical models, with specific steps for implementation, to assist HR in re-assert its role in driving the competitiveness of the firm through Sustainable HR.


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