The sustainable company: looking at goals for people, planet and profits

2016 ◽  
Vol 37 (6) ◽  
pp. 28-38 ◽  
Author(s):  
Timothy B. Palmer ◽  
David J. Flanagan
Keyword(s):  
Strategic Management ◽  
Goal Setting ◽  
Natural Environment ◽  
Design Methodology ◽  
Large Firms ◽  
Bottom Line ◽  
Content Type ◽  
Common Goals ◽  
Sustainability Reports ◽  
Practical Implications

Purpose This paper aims to explore the landscape of sustainability goals set by large firms. Design/methodology/approach Sustainability reports were content analyzed using the triple bottom line framework. Findings This study identified 389 goals among 22 firms. The most common goals focused on the natural environment. On average, the firms list 18 sustainability goals. These included an average of eight “planet” goals, seven “people” goals and three “overarching” goals. Practical implications This research should be useful to sustainability professionals who are setting goals for their firms and seek to understand the current landscape of goals set by large firms. Originality/value Although previous research has analyzed the content of sustainability reports, this is the first paper to explore sustainability goals. Given the importance of goal setting in strategic management, this paper fills an important gap in the intersection between sustainability and strategy.

scholarly journals Strategies for transcending the chaos of societal disruptions

2020 ◽  
Vol 17 (1/2) ◽  
pp. 5-14
Author(s):  
John C. Camillus ◽  
Jeffrey E. Baker ◽  
Anushka I. Daunt ◽  
Jungyoon Jang
Keyword(s):  
Strategic Management ◽  
Design Methodology ◽  
Management Practice ◽  
Social Implications ◽  
Societal Change ◽  
Content Type ◽  
Real Options Approach ◽  
Management Processes ◽  
The Social ◽  
Practical Implications

Purpose This study aims to offer a strategic management response to societal disruptions of the magnitude triggered by the agricultural, industrial and information revolutions. These pose challenges that are much greater and different in kind than the industry-wide disruptions that businesses have learned to manage. Pandemics, climate change, biotech and artificial intelligence guarantee that such societal disruptions will be an inescapable and recurring reality. Design/methodology/approach The paper builds on the strategic management responses to wicked problems, which possess in microcosm the chaotic ambiguity that characterizes societal disruptions. Findings The authors propose a management process that affirms a sense of identity, identifies robust actions, adopts a real-options approach and uses a platform organization. Research limitations/implications The primary limitation is that the recommendations and findings are extrapolations of organizational practices in analogous situations. No examples of formal management processes specifically designed to address societal disruptions were identified. Practical implications The practical implications are significant. The specific recommendations in the paper directly address strategic management practice in organizations. Social implications The social implications are integral to the motivation of the paper as it describes the intrinsic characteristics of societal change and transformation, enabling organizations to interact with society on a dynamic basis. Originality/value While there has been growing interest and research into business and industry disruptions, the challenge of societal disruptions, which is the focus of this paper, has not been directly addressed.

Strategy to motivate and facilitate compromise in Chinese mediation

2014 ◽  
Vol 25 (1) ◽  
pp. 4-20 ◽  
Author(s):  
Yiheng Deng ◽  
Kaibin Xu
Keyword(s):  
Discourse Analysis ◽  
Design Methodology ◽  
Chinese Society ◽  
Chinese People ◽  
Content Type ◽  
Common Goals ◽  
Language Strategies ◽  
Contemporary Chinese ◽  
Practical Implications ◽  
External Reasons

Purpose – This paper aims to explore language strategies and techniques in Chinese mediation that are adopted by mediators to motivate and facilitate compromise among disputants. Design/methodology/approach – Ten cases were audio-recorded on the spot, transcribed for analysis in their Chinese form, and then translated into English for English readers. The translation of excerpts used in this paper to demonstrate points was double checked to ensure accuracy. Discourse analysis was adopted to explore the meanings and functions of the utterances in these excerpts. Findings – It is found that power is embedded in the mediator's position and in his/her role in the mediation. Furthermore, neutrality is less of a concern as compared to justice in the mediator's terms. Finally, socio-cultural indications of the language strategies and techniques were drawn about contemporary Chinese society. Practical implications – When dealing with Chinese people in conflict, one may emphasize common goals and bring in external reasons such as seniority, face, and status to motivate and facilitate compromise. Originality/value – Studying transcripts of cases that were recorded in real time and recently is rare in studies of Chinese mediation. Studying what people actually say provides us data in reality, in contrast to the ideals as well as what they say they do in mediation.

Ten questions that make a difference for HR leadership

2015 ◽  
Vol 23 (3) ◽  
pp. 20-22 ◽  
Author(s):  
Clinton Longenecker ◽  
Laurence S Fink
Keyword(s):  
Human Resource ◽  
Design Methodology ◽  
Social Implications ◽  
Valuable Insight ◽  
Business Partnerships ◽  
Comprehensive Understanding ◽  
Bottom Line ◽  
Content Type ◽  
Hr Practices ◽  
Practical Implications

Purpose – Presents the distilled wisdom of two human-resource (HR) award facilitators. Design/methodology/approach – Takes in the form of ten questions that make a difference for HR leadership. Findings – Asks: Are you trusted by the members of your organization? Do you possess a real and comprehensive understanding of how your business makes money? Do you keep yourself up to speed on the legal and compliance issues that are most important to your organization? Do you think strategically and execute operationally? Are you measuring and monitoring the most meaningful metrics that measure mission-driven performance? Are you working hard to create business partnerships with your stakeholders that increase the likelihood of success? Are you taking steps to help all managers in your organization to operate like great HR leaders? Are you using your talents and influence to build teams and solve organizational problems? Do you seek out and apply innovative HR practices that can truly affect your organization’s bottom-line performance? Do you ensure that people have the information they need to perform in an optimal fashion? Practical implications – Urges HR specialists to review, reflect on and assess their response to each of the questions. Social implications – Suggests that each question identifies key behaviors and activities that can become a target for improvement. Originality/value – Provides valuable insight rarely available to HR specialists.

Gaming the system

2020 ◽  
Vol 36 (5) ◽  
pp. 31-33
Keyword(s):  
Corporate Culture ◽  
Design Methodology ◽  
Feedback Loop ◽  
Reading Time ◽  
Service Development ◽  
Bottom Line ◽  
Content Type ◽  
Modern Business ◽  
Pertinent Information ◽  
Practical Implications

Purpose of this paper Reviews the latest management developments across the globe and pinpoints practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings One of the features of modern business is the increased involvement of customers in product and service development. Managers are consistently being told to engage with customers more and create a feedback loop so that what they develop can be enhanced. Articles in glossy executive magazines recommend this approach; product managers recommend this approach; it seems that any firm that did not include its users in enhancing its latest offering is doomed to failure. And yet, what evidence are there that such approaches actually benefit the bottom line? Like many developments in corporate culture previously, does the inclusion of customers in product development make sense, or is it simply another corporate fad? Practical implications Provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. What is original/value of paper? The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Application of Six Sigma DMAIC methodology to reduce the defects in a telecommunication cabinet door manufacturing process

2019 ◽  
Vol 36 (9) ◽  
pp. 1540-1555 ◽  
Author(s):  
Abhilash C.R. ◽  
Jitesh J. Thakkar
Keyword(s):  
Sheet Metal ◽  
Six Sigma ◽  
Design Methodology ◽  
Main Part ◽  
Total Quality ◽  
Bottom Line ◽  
Content Type ◽  
Root Cause ◽  
Dmaic Method ◽  
Practical Implications

Purpose The purpose of this paper is to apply the Six Sigma DMAIC methodology in order to reduce the rejections experienced in the manufacturing of the doors belonging to a telecommunication cabinet. Design/methodology/approach The process involved joining of sheet metal and hinge using welding operations with the help of a fixture. The methodology used is the structured DMAIC method in order to identify the root cause for the rejections and solve it. Findings The paper provides insights about the identification of the root cause for the defects and the solution to overcome it, and also the benefits that were obtained as a result of the application of the solution. Research limitations/implications This methodology has been applied to the variation observed in the dimensions of a particular component to be welded with a main part. This approach can be used to find such dimensional variations. Practical implications This study has been successfully carried out in a medium-scale industry which has total quality management in practice. Originality/value Six Sigma DMAIC was necessary for the identification and reduction of the defects which arose in the sheet metal and welding operations, and had to be resolved in order to increase the bottom-line.

What’s this science ever done for us?

2016 ◽  
Vol 32 (8) ◽  
pp. 18-20
Keyword(s):  
Strategic Management ◽  
Case Studies ◽  
Design Methodology ◽  
Reading Time ◽  
Cutting Edge ◽  
Content Type ◽  
Science Culture ◽  
Pertinent Information ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings The benefits and shortcomings of classical science in strategic management are explored and presented. Furthermore, the convoluted implicit relationship between strategic management and science is shown to be changing but persisting, as to face some of the challenges of the classical science culture of strategic management. A complexity culture, also inspired partially on science, seems to be developing in strategic management. Complexity seems to be emerging as an alternative, which might allow strategic management to solve some of its current dilemmas and, thus, change its implicit relationship with science. Practical implications The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Team goal-setting involves more than only goal-setting

2015 ◽  
Vol 5 (2) ◽  
pp. 157-174 ◽  
Author(s):  
Marco António Arraya ◽  
René Pellissier ◽  
Isabel Preto
Keyword(s):  
Goal Setting ◽  
Design Methodology ◽  
Task Orientation ◽  
Personal Goal ◽  
Content Type ◽  
Business Setting ◽  
Task Oriented ◽  
The Relationship ◽  
Practical Implications ◽  
Insight Into

Purpose – The purpose of this paper is to research factors like task-orientation and collectivism and to examine the relationship between them and goal-setting as research construct. This research investigates the phenomena of team goal-setting in a selected sports organisation. Therefore 49 players from three Portuguese elite male handball team were selected for the study. Design/methodology/approach – Three well-known questionnaires were employed to determine the relationships between the above factors in a case setting. Task- and ego-orientation in Sport Questionnaire, the Jackson Psychological Collectivism Measure and the Goal-setting in Sport Questionnaire. Findings – The results reveal that the team and players are task-oriented, collectivist and possessing professional and personal goal habits. The correlations between questionnaire outcomes indicate that, when the team wants to set goals, it should consider the players’ orientation and the team’s collectivism. Thus team goal-setting is more than only goal-setting, because of the need for task-orientation and collectivism. Research limitations/implications – The research was conducted using three teams in a specific sports and thus cannot be generalised to the general sports environment. Yet, certainly the strength of the findings indicate that the results and conclusions may be used in a wider sports or business setting. Practical implications – This research paper should provide managers and coaches with insight into the complexity of team goal-setting. It also should provide insight into the chosen process related to human resources. Originality/value – The paper adds and demonstrates to the literature on team goal-setting the importance of task-orientation and collectivism as goal-setting mediators.

Strategic Agility: using Agile teams to explore opportunities for market-creating innovation

2017 ◽  
Vol 45 (3) ◽  
pp. 3-9
Author(s):  
Stephen Denning
Keyword(s):  
Strategic Management ◽  
Customer Value ◽  
Design Methodology ◽  
Marketing Concept ◽  
Management Tools ◽  
Content Type ◽  
Management Concepts ◽  
Strategic Agility ◽  
Agile Teams ◽  
Practical Implications

Purpose Describes how Agile teams can use strategic management tools and processes to discover market-creating innovations. Design/methodology/approach The related article “The next frontier for Agile: strategic management” in the previous issue of Strategy & Leadership explored the theory and possibilities of enterprise-wide Strategic Agility, a combination of Agile mindset and processes with strategic management theory to produce continuous market-creating innovation. This second installment offers insights from noted practitioners about implementing it. Findings The strategic concepts of Kim & Mauborgne’s Blue Ocean Strategy, Clayton Christensen’s Job to Be Done theory and Curt Carlson’s SRI Playbook – Need, Approach, Benefits per costs and Competition (NABC) can be adopted by Agile teams seeking innovations that create new customer value. Practical implications Identifying a well-defined Job to Be Done produces the start of an innovation blueprint which is unlike the traditional marketing concept of “needs” because of the much higher degree of specificity required to identify precisely what problem your potential solution would address. Originality/value Using strategic management concepts, Agile teams can redefine how needs are being met and in the process, discover value for customers from offering something or doing something that the company or the industry currently doesn’t provide.

The interaction matrix: from individual goal-setting to the four modes of coexistence

Kybernetes ◽  
2016 ◽  
Vol 45 (1) ◽  
pp. 87-106 ◽  
Author(s):  
Helmut Nechansky
Keyword(s):  
Goal Setting ◽  
Design Methodology ◽  
Theoretical Framework ◽  
Interaction Matrix ◽  
Behavioral Sciences ◽  
Content Type ◽  
System A ◽  
Social Units ◽  
Practical Implications

Purpose – The purpose of this paper is to show how individual acts of goal-setting of two persons or systems A and B determine, which modes of coexistence become possible in an interaction of the two. Design/methodology/approach – Some person or system A can approach another person or system B with an inclination to realize one of four goal-setting processes: first, A sets goals for B; second, A sets no own goals; third, A pursues own goals alone; and fourth, A and B develop mutual goals. And an interaction of A and B can lead to just four modes of coexistence: first, conflict – A and B fight; second, hierarchy – A submits to B; third, independence in niches – A and B do not interact; and fourth, cooperation – A and B work together. Findings – Placing the inclinations of A and B to realize one of the four goal-setting processes in a 4×4 matrix leads to the interaction matrix. It shows that individual goal-setting processes predetermine and limit the available modes of coexistence, i.e. cause certain patterns of interactions. Practical implications – The interaction matrix can be applied to all interactions between persons, groups and social units generally. Originality/value – The paper introduces a theoretical framework covering all options of goal-orientated behavior. It explains the interrelation between individual goal-setting of persons and systems and the resulting behavioral options in interactions. It is applicable to all behavioral sciences.

Security as strategy

2020 ◽  
Vol 36 (9) ◽  
pp. 1-3
Keyword(s):  
Case Studies ◽  
Natural Environment ◽  
Design Methodology ◽  
Reading Time ◽  
Cutting Edge ◽  
Core Element ◽  
Content Type ◽  
Pertinent Information ◽  
Difficult Times ◽  
Practical Implications

Purpose Reviews the latest management developments across the globe and pinpoints practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings The notion of risk is, of course, as old as humanity itself, as to live is to understand there are risks involved in living longer or not living at all in the natural environment. But when did humans start doing something about risk and mitigating it in commercial terms? It is believed that Chinese traders 5,000 years ago used to distribute goods evenly throughout a fleet of boats in order to minimize risks of disaster should one or two boats capsize. And in personal terms, the Greeks and Romans established benevolent societies to help those people in their communities who were the worst off or had fallen on difficult times. Indeed, it seems to be a core element of our society that it has developed a means to support people when things go wrong. Practical implications Provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Original/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

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