AI for Sustainable Development: What's the Business Case?

Author(s):  
Leen P.W. Zevenbergen
2017 ◽  
pp. 12-38 ◽  
Author(s):  
Charles O. Holliday ◽  
Stephan Schmidheiny ◽  
Philip Watts

Author(s):  
R. D. Doszhan ◽  
A. K. Kozhakhmetova ◽  
E. V. Bekenov

The purpose of the research is analysis of foreign experience of application of sustainable innovation at the heart of a successful business case for adaptation in the domestic market.Methodology. In the course of the research, general scientific methods were used: analysis and synthesis at the stage of familiarization with the object of research, comparison, systematic review of the literature, the case study method and modeling to adapt foreign experience of the transition to sustainable innovations.Originality / value of research. The introduction of sustainable innovative practices in Kazakhstan will expand the issues of their application in the business context. Despite the fact that some domestic researchers have analyzed the essence of sustainable innovations, the practice of applying them in companies has not yet been studied. It is important to emphasize the importance of research that provides more and more evidence of a positive relationship between sustainable innovation and organizational performance [36]. In this regard, the study of the experience of successful global leading companies in the field of sustainable innovations for adaptation in the domestic market is very relevant.Findings. As a result of a systematic literature review, the main trends of the global market that need to be taken into account when conducting a sustainable business were identified. And also, after studying the cases of successful foreign companies focused on sustainable innovation, an adapted model was proposed for the transition of domestic enterprises to sustainable development, the main drivers of sustainable innovation were identified, such as the presence of a developed infrastructure in the market, the inclusion of sustainable development in the company's mission, collaboration with companies from various industries and countries, a strong relationship between science and the business environment.


2018 ◽  
Vol 13 (3) ◽  
pp. 1064-1075 ◽  
Author(s):  
Luis Miguel Fonseca ◽  
Ana Rita Portela ◽  
Beatriz Duarte ◽  
João Queirós ◽  
Luis Paiva

Abstract Education for Sustainable Development (ESD) addresses sustainable development issues, in the economic, environmental, and social dimensions. The positive role of higher education institutions (HEIs), such as Universities and Polytechnic Institutes, in educating decision makers and leaders, and therefore contributing to progress and the public good, has been widely acknowledged. This investigation aims to map the BSc and MSc courses offered by Portuguese HEIs that address Sustainability (or Social Responsibility, or Ethics) in their curricula with the aim of proving their graduates with the right knowledge and competencies to overcome the Sustainable Development challenges. A systematic review utilizing a structured approach was used to analyze Portuguese HEIs BSc and MSc courses and the content analysis of their curricular units. The conclusions show that Sustainability (or Social Responsibility, or Ethics) is covered in most Social Sciences, Engineering, and Management, BSc and MSc courses, offered by the top 8 Portuguese Higher Education Institutions. However, ESD is fragmented by different approaches, issues, methodologies, and implications, lacking a consistent body of knowledge. Some courses focus more on the Social dimension, while others are more directed to the Environment or the Economic one. Sometimes the chosen approach is more normative (do what is right to do; the ethical way) and in other cases is more instrumental (do what is good for the business; the business case). Social Sciences, Engineering and Science, and Management and Economics are the three top clusters that address Sustainability related syllabus in their curricula, with 49 hours teaching hours in average for the curricular units covering Sustainability (with considerable variation). Universities have more curricular units addressing the topic while Polytechnic Institutes show a higher number of hours per curricular unit and most are of compulsory nature (while in Universities more than 50% of the curricular units are of optional nature). As the collected information was in some cases of generic nature, additional research should be used to confirm and detail these results and evaluate the effectiveness of this education to empower students to act as change agents for Sustainable Development. Benchmarking with other countries (e.g., from the European Union) is also an interesting avenue to pursue this investigation.


Author(s):  
Lynn A. Keeys ◽  
Martina Huemann ◽  
Rodney Turner

This chapter proposes a conceptual framework for integrating project strategy for Sustainable Development (SD) within the context of corporate sustainability strategy. Project SD strategy is the missing link between SD at the corporate level and project level. The framework draws on a literature review of concepts, definitions, and theories in strategic management, corporate sustainability, and projects. The conceptual framework presented in this book chapter has six key components. These are: (1) corporate sustainability strategy; (2) project understanding of SD and SD business case; (3) strategizing at project initiation stage; (4) project autonomy to negotiate and adapt in the project context; (5) project capability to translate corporate SD strategy to project SD strategy; and (6) project capability in stakeholder management. The premise of the framework is the compatibility of the socially constructed realities of the project and SD, as indicated in SD and project literature. The aim is to help develop new knowledge and insight into how business can integrate SD principles into core business operations such as projects from a process perspective, rather than sustainability content perspective. This chapter is based on doctoral dissertation research by the lead author.


2013 ◽  
pp. 201-220
Author(s):  
Lynn A. Keeys ◽  
Martina Huemann ◽  
Rodney Turner

This chapter proposes a conceptual framework for integrating project strategy for Sustainable Development (SD) within the context of corporate sustainability strategy. Project SD strategy is the missing link between SD at the corporate level and project level. The framework draws on a literature review of concepts, definitions, and theories in strategic management, corporate sustainability, and projects. The conceptual framework presented in this book chapter has six key components. These are: (1) corporate sustainability strategy; (2) project understanding of SD and SD business case; (3) strategizing at project initiation stage; (4) project autonomy to negotiate and adapt in the project context; (5) project capability to translate corporate SD strategy to project SD strategy; and (6) project capability in stakeholder management. The premise of the framework is the compatibility of the socially constructed realities of the project and SD, as indicated in SD and project literature. The aim is to help develop new knowledge and insight into how business can integrate SD principles into core business operations such as projects from a process perspective, rather than sustainability content perspective. This chapter is based on doctoral dissertation research by the lead author.


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