scholarly journals Defning Business’ Contribution to the Socially Oriented Sdgs: Key Trends and Prospects

2019 ◽  
pp. 107-120
Author(s):  
E. B. Zavyalova ◽  
Е. А. Starikova
Keyword(s):  
Sustainable Development ◽  
Private Sector ◽  
Multinational Corporations ◽  
Social Institutions ◽  
Multinational Companies ◽  
Business Strategies ◽  
Competitive Advantages ◽  
Agenda 2030 ◽  
Positive Effects ◽  
Multi Stakeholder

Introduction. As the Sustainable Development Goals (SDGs) adopted by the UN in 2015 offcially specify the current global challenges, they will positively affect the activity of all social institutions in the near future. This article considers the potential competitive advantages that business will acquire providing its engagement into the implementation of the SDGs. The authors suggest that the private sector’s involvement in the global sustainable development related issues has become one of the essential factors of business long-term competitiveness. The article also reviews the leading multinational companies’ solutions and initiatives aimed at the achievement of the socially oriented SDGs. Based on these business cases, the authors identify the key trends that characterize the private sector’s participation in the fulfllment of the Agenda 2030 for Sustainable Development.Materials and methods. General and private scientifc methods of cognition (analysis, synthesis, abstraction, generalizations, deduction and induction) form the methodological basis for this study.Results of the study. In the course of the study, the authors disclose several trends that characterize the private sector’s participation in the implementation of the “Agenda 2030”. Besides the companies’ aspiration to participate in the implementation of the SDGs that directly concern their core business operations, many multinational corporations nowadays actively contribute to the achievement of the socially-oriented SDGs which facilitates the resolution of many macroeconomic problems. In addition, there is an obvious trend of cooperation between the private sector and other stakeholders – primarily, governments and nonproft organisations. They create multi-stakeholder partnerships that allow the participants to pool resources and reinforce the positive effects within the implemented projects.Discussion and conclusions. Nowadays the SDGs present a particular guidance for the private sector, so the multinational companies have to review their business strategies in accordance with the challenges formulated on the global agenda. This study revealed the substantial competitive advantages that corporate sector would enjoy in case of its engagement in the implementation of the socially-oriented SDGs.

Companies and the UN Sustainable Development Goals

2022 ◽  
pp. 1-23
Author(s):  
Elsa Diez-Busto ◽  
Paula San-Martín ◽  
Andrea Pérez
Keyword(s):  
Sustainable Development ◽  
Private Sector ◽  
Social Impact ◽  
Sustainable Development Goals ◽  
Business Strategies ◽  
Future Research ◽  
Environmental Programs ◽  
Agenda 2030 ◽  
Development Goals ◽  
Corporate Social

This chapter explores the role that the private sector assumes in promoting sustainable development and fighting economic, social, and environmental international challenges by working on the United Nations Sustainable Development Goals. From a theoretical approach, the chapter provides a literature review on business strategies (i.e., corporate social responsibility and social entrepreneurship) that can align business goals with the SDGs. It also presents a discussion on the main benefits of working on the SDGs (i.e., social impact and business value) that serves as a rationale for companies to invest in social and environmental programs. The chapter concludes with an overview of recent literature that has explored the corporate-SDGs intersection, which assists the authors in identifying gaps in current literature and relevant areas of future research on the involvement of the private sector in the Agenda 2030.

Multinational Companies

2011 ◽  
pp. 25-42
Author(s):  
Chetan Sankar ◽  
Karl-Heinz Rau
Keyword(s):  
Multinational Corporations ◽  
Multinational Firms ◽  
Organization Structure ◽  
Theoretical Models ◽  
Multinational Companies ◽  
Business Strategies ◽  
Robert Bosch Gmbh ◽  
Regional Organization ◽  
Global Organization

• Understand different organization structure of multinational corporations • Apply the organization structure models to analyze the global organization structure of Robert Bosch GmbH • Analyze the regional organization structure for Robert Bosch US • Obtain an overview of the theoretical models of business strategies used by multinational firms

scholarly journals Catalyzing Transformational Partnerships for the SDGs: Effectiveness and Impact of the Multi-Stakeholder Initiative El día después

2020 ◽  
Vol 12 (17) ◽  
pp. 7189
Author(s):  
Jaime Moreno-Serna ◽  
Wendy M. Purcell ◽  
Teresa Sánchez-Chaparro ◽  
Miguel Soberón ◽  
Julio Lumbreras ◽  
...  
Keyword(s):  
Sustainable Development ◽  
Transformational Change ◽  
Shared Vision ◽  
Social Needs ◽  
The Sustainable Development ◽  
Study Approach ◽  
Agenda 2030 ◽  
Development Goals ◽  
Stakeholder Partnerships ◽  
Multi Stakeholder

Partnerships are essential to delivering the transformational change demanded by the Sustainable Development Goals (SDG) and essential to achieving Agenda 2030. It is therefore necessary to strengthen the partnering capacity of different types of organizations so they can collaborate in multi-stakeholder partnerships. However, partnership working can be costly in terms of time and other resources and is complex. Given the urgency and importance of sustainable development, illustrated by the recent pandemic and social unrest around inequity, we focused on the creation of a partnership that became effective quickly and was able to deliver societal impact at scale. Using a case study approach, the transformational potential and the early stages of “El día después” (in English, “The day after”) were analyzed as it represents a multi-stakeholder partnership forged to frame an SDG-oriented collaborative response to the COVID-19 crisis in Spain. El día después is defined as a partnership incubator, a space where public administrations interact under conditions of equivalence with all the other stakeholders, where private companies can link their innovation processes to other SDG-committed actors and social needs and where the academic sector can participate in a sustained dialogue oriented to the action. Our findings reveal that in order to catalyze the co-creation process and achieve systemic change through a set of connected multi-stakeholder initiatives, a very flexible collaborative arrangement is required, with all partners acting as facilitators. In this way, a solid interdisciplinary team is created, united around a shared vision, with trust-based relationships and a common identity fueling impact-oriented projects targeted to advance the SDGs.

scholarly journals A Study Based on the Effect of Strategic Orientation on Management Innovation and Human Resource Management of a Business

2015 ◽  
Vol 65 (s2) ◽  
pp. 87-99
Author(s):  
Ruan Lei ◽  
Zhang Yan ◽  
Peng Lei
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Strategic Orientation ◽  
Business Strategies ◽  
Management Innovation ◽  
Competitive Advantages ◽  
Optimal Operating ◽  
Positive Effects ◽  
Retrieval Rate

Investigation on human resource role is progressing, and the influence of fits between human resources and business strategies have been confirmed in various studies. Such influence has also been proven as a good way to acquire organizational competitive advantages and achieve the optimal operating performance. Under such a context, a new variable, Management Innovation, is included in this study to observe the effects of such a practical and changeable variable on strategic orientation and human resource management role. Top ten businesses in Fujian Province are selected for the questionnaire survey. Total 500 copies of questionnaire are distributed and 376 valid copies are retrieved, with the retrieval rate 75%. The research results show the positive effects of 1. strategic orientation on management innovation, 2. strategic orientation on human resource management role, and 3. management innovation on human resource management role. It expects to verify richer and multiple effects in this study for the reference of successive research and the practice.

scholarly journals Financing Development Cooperation: Modalities of Private Sector Engagement

2020 ◽  
Vol 15 (1) ◽  
Author(s):  
Frederico Lamego de Teixeira Soares ◽  
Cristina Yumie Aoki Inoue
Keyword(s):  
Private Sector ◽  
Conceptual Framework ◽  
Analytical Framework ◽  
Development Cooperation ◽  
Business Strategies ◽  
Agenda 2030 ◽  
Resource Provider ◽  
Private Sector Participation ◽  
Private Sector Engagement

This article proposes a conceptual framework to analyze the potentialities and limits for private sector participation in the Agenda 2030. The framework consists of two categories: corporate awareness for development and active partnership for development. The first deals with the introduction of corporate sustainable responsible practices or business strategies based on development concerns. The second contemplates the roles of resource provider, executor or beneficiary of development cooperation initiatives in the context of the Agenda 2030. In addition, this article proposes financial mechanisms that could promote private sector engagement. In sequence, this article provides an analysis and examples of the currentparticipation of companies in the Agenda 2030 based on the analytical framework.

scholarly journals Mainstreaming sustainable development goals in Ghana’s energy sector within the framework of public–private partnerships: challenges, opportunities and strategies

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
De-Graft Owusu-Manu ◽  
Thomas Kankam Adjei ◽  
David Mensah Sackey ◽  
David John Edwards ◽  
Reza M. Hosseini
Keyword(s):  
Sustainable Development ◽  
Private Sector ◽  
Sustainable Development Goals ◽  
Energy Sector ◽  
Business Strategies ◽  
Public Private Partnerships ◽  
Government Control ◽  
Content Type ◽  
Inclusive Business ◽  
Development Goals

Purpose This paper is anchored in a premise of a universal call to action by all UN member states in 2015 to end poverty, protect the planet and ensure that all people enjoy peace and prosperity by 2030 within the blueprint of the sustainable development goals (SDGS). The purpose of this study is to mainstream the SDGs in Ghana’s energy sector within the framework of public–private partnerships (PPP): challenges, opportunities and strategies. Design/methodology/approach Literature review was carried out to explore concepts, theories and frameworks for initiating PPP. Best local and international practices in the implementation of PPP projects; challenges and opportunities in the implementation of PPP projects, strategies for mainstreaming the SDGs in Ghana’s energy sector and assess business action in the implementation of the SDGs in Ghana’s energy sector. The study is situated within the social constructionist philosophical tradition. The qualitative research strategy was adopted as the main methodological choice. Interview guides were used to collect data from respondents in the Accra metropolis. Findings Lack of a PPP policy law in Ghana, conflict of interest in PPP projects, excessive government control over projects, cumbersome licensing and legal regime and economic stability were the most significant challenges identified to PPPs. Technology transfer, efficiency gains and mobilization of additional resources for development on the government side where the opportunities for the private sector. Awareness creation, modeling inclusive business with corporate social responsibility (CSR) and SDGs, exploring business opportunities in SDGs such as carbon trading, aligning national policies with SDGs, establishing sustainability units and partnerships with relevant bodies were proposed for mainstreaming the SDGs in Ghana’s energy sector. Research limitations/implications It was established from this study that indeed PPPs have a major role to play in unleashing all available forces and prospects toward achieving the SDGs. This paper is constrained to the energy industry in Ghana. It provides a theory-based direction on how companies in the energy sector can contribute to social and economic interventions through a framework of PPP framework within the SGDs. Future research may explore how companies in other sectors may contribute to the sustainability discourse. Practical implications This will ultimately lead to additional funding to support government efforts in the implementation of SDGs, honing of sustainable (inclusive) business models, creating an enabling environment for PPPs toward inclusive growth and national development leaving no one behind. It recommended that there should be a national policy and law on PPPs and the private sector should be incentivized to engage government in PPPs implementation for the SDGs. Theoretically, this study contributes to the policy analysis discourse and scaling-up literature on the SDGs. Originality/value This study explores the challenges associated with mainstreaming the SGDs in the energy sector from a public–private business perspective. It also offers a new policy, economic and legal regulatory framework that contributes to emerging trends. The outcome of the analyzes advocates for clear business strategies for implementation of the SDG apart from CSR.

scholarly journals Co-Producing Knowledge Innovation through Thematic Incubators for Disaster Risk Reduction and Sustainable Development in India

2021 ◽  
Vol 13 (4) ◽  
pp. 2044
Author(s):  
Sukhreet Bajwa ◽  
Ambika Dabral ◽  
Ranit Chatterjee ◽  
Rajib Shaw
Keyword(s):  
Climate Change ◽  
Sustainable Development ◽  
Private Sector ◽  
Risk Reduction ◽  
Disaster Risk Reduction ◽  
Local Level ◽  
Corporate Sustainability ◽  
Business Environment ◽  
Disaster Risk ◽  
Business Strategies

The private sector for long has been looked upon as a funding source to cushion the disaster and climate change damages and losses. In recent times, there is a more proactive approach with the private sector increasingly engaging in activities to promote Disaster Risk Reduction (DRR) and Sustainable Development Goals (SDGs) as a part of their business strategies. Despite significant strides being made by the private sector in this regard, the strategies that are good for the business, environment, and sustainability are yet to take off at a large-scale. Many private organizations are still facing the challenge of identifying the right target sector and stakeholders for fulfilling their sustainability requirements. However, the greatest strength of the private sector is its ability to innovate. As part of this innovative design, the concept of thematic incubation for corporate sustainability is explored. The products and services developed through these thematic incubators are envisaged to result in the achievement of global development agendas and promotion of sustainability performance for multiple stakeholders including government, academia, private sector, and the community at large. This concept allows a win-win situation with the culmination of long-lasting social and environmental goals along-with achieving profit-with-purpose. The paper identifies the concept of sustainability with respect to the interest of the stakeholders, as well as its alignment with that of sustainable development and disaster risk reduction. The paper presents an exploratory case of the thematic incubation for disaster risk reduction, climate change, and sustainable development as a possible approach to corporate sustainability. The paper details the process of thematic incubation along with possible challenges and advantages of the same. In all, thematic incubation has been identified as a lynchpin to ensure the effective utilization of resources and setting in motion a culture of innovation, entrepreneurship, use of science, and sustainability at the local level.

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