scholarly journals The Employee’s Personal Character and its Imperative in the Post-Covid-19 Pandemic World

2020 ◽  
Vol 8 ◽  
pp. 37-51
Author(s):  
Y. Anuradha Iddagoda
Keyword(s):  
Financial Performance ◽  
Triple Bottom Line ◽  
Character Traits ◽  
Bottom Line ◽  
Personal Character ◽  
Definition Of

It is a known fact that all organizations, other than philanthropic ones, are concerned about increasing their financial performance. The Covid-19 pandemic indisputably affects the organizations’ triple bottom line, especially profit. Hence, it is essential to make plans for the post-Covid-19 pandemic world. Consequently, one solution is to pay more attention to the increase in the level of advantageous personal character traits among the employees. The personal character is a blend of virtues and vices. The highest level of virtues will enrich the level of the advantageous personal character traits. The aim of this paper was to provide a definition of the personal character and to present an instrument for the construct of the personal character. The importance of having a good personal character is also addressed as a part of this study.

scholarly journals Complexity and the triple bottom line: an information-processing perspective

2017 ◽  
Vol 37 (9) ◽  
pp. 1142-1163 ◽  
Author(s):  
Frank Wiengarten ◽  
Muhammad Usman Ahmed ◽  
Annachiara Longoni ◽  
Mark Pagell ◽  
Brian Fynes
Keyword(s):  
Information Processing ◽  
Financial Performance ◽  
Structural Equation ◽  
Negative Impact ◽  
Triple Bottom Line ◽  
Structural Equations ◽  
Equation Modeling ◽  
Bottom Line ◽  
Content Type ◽  
The Impact

Purpose The purpose of this paper is to empirically investigate the impact of complexity on the triple bottom line by applying information-processing theory. Specifically, the paper assesses the impact of internal manufacturing complexity on environmental, social, and financial performance. Furthermore, the paper assesses the moderating role of connectivity and shared schema in reducing the potential negative impact of complexity on performance. Design/methodology/approach Multi-country survey data collected through the Global Manufacturing Research Group were utilized to test the hypotheses. The authors used structural equation modeling to test the measurement and initial structural model. Furthermore, to test the proposed moderating hypotheses, the authors applied the latent moderated structural equations approach. Findings The results indicate that while complexity has a negative impact on environmental and social performance, it does not significantly affect financial performance. Furthermore, this negative impact can be reduced, to some extent, through connectivity; however, shared schema does not significantly impact on the complexity-performance relationship. Originality/value This study presents a comprehensive analysis of the impact of complexity on sustainability. Furthermore, it provides managerial applications as it proposes specific tools to deal with the potential negative influences of complexity.

Rescuing the Baby from the Triple-Bottom-Line Bathwater: A Reply to Pava

2007 ◽  
Vol 17 (1) ◽  
pp. 111-114 ◽  
Author(s):  
Chris MacDonald ◽  
Wayne Norman
Keyword(s):  
Financial Performance ◽  
Triple Bottom Line ◽  
Bottom Line ◽  
Standard Methods ◽  
Ethical Performance

ABSTRACT:We respond to Moses Pava's defense of the “Triple Bottom Line” (3BL) concept against our earlier criticisms. We argue that, pace Pava, the multiplicity of measures (and units of measure) that go into evaluating ethical performance cannot reasonably be compared to the handful of standard methods for evaluating financial performance. We also question Pava's claim that usage of the term “3BL” is somehow intended to be ironical or subversive.

Relationships among triple bottom line elements

2015 ◽  
Vol 6 (2) ◽  
pp. 195-214 ◽  
Author(s):  
Sitalakshmi Venkatraman ◽  
Raveendranath Ravi Nayak
Keyword(s):  
Empirical Study ◽  
Financial Performance ◽  
Corporate Sustainability ◽  
Triple Bottom Line ◽  
Performance Outcomes ◽  
Business Practices ◽  
Sustainable Business ◽  
Bottom Line ◽  
Content Type ◽  
Performance Outcome

Purpose – The purpose of this paper is to gain more insight of the nature and strength of relationships among the three triple bottom line (TBL) outcomes, namely corporate environmental performance outcome (CEPO), corporate social performance outcome (CSPO) and corporate financial performance outcome (CFPO) and to evolve a roadmap for integrating sustainable business practices that facilitates in managing and improving their sustainable performance. Literature reports that currently businesses try to achieve economic, social and ecological goals independently resulting in silos. The interrelationships of TBL elements have not been explored and integrated. The literature has already pointed out that to achieve corporate sustainability, managers need to integrate TBL goals in all their business decisions. However, the question remains – how to integrate these three competing goals and this paper attempts to answer this question. Design/methodology/approach – In the research design, the authors use a quantitative research methodology with data collected by means of a survey questionnaire that included both descriptive and exploratory flavour. The empirical study examines the relationships of TBL elements as perceived by 85 different Australian-based large, medium, as well as small business organisations. The data collected were analysed by performing factor analysis on 21 items resulting in three latent factors that were aligned to TBL outcomes and the correlations among them were analysed to assess their interrelationships. Findings – The results of the study report weak, positive relationships existing between the TBL. This result has useful implications well-supported by the qualitative feedback. The paper argues that Australian managers do not see any strategic advantage in pursuing “beyond compliance” sustainable business practices, as they perceive no added value to their organisations’ financial performance outcomes. Integrating economic, social and ecological performances is seen as an additional management burden. Originality/value – While most of the TBL studies conducted worldwide focus on predominantly assessing large organisations toward responsible and sustainable business practices, this paper considers large, medium as well as small businesses. Also, economic, social and environmental issues are explored by organisations individually, while this study investigates their inter-connections. Through the empirical study, this paper provides recommendations and proposes a four-step roadmap with the participation of quality circles that would facilitate the integration of the social responsibility and environment protection practices into the core business operations paving way towards achieving corporate sustainability.

scholarly journals The Circle Game: Poetry and Sustainable Enterprises

2021 ◽  
Vol 6 (6) ◽  
pp. 30-45
Author(s):  
Rick Edgeman ◽  
Kunal Yogen Sevak
Keyword(s):  
Financial Performance ◽  
Business Models ◽  
Triple Bottom Line ◽  
Natural Environments ◽  
Base Of The Pyramid ◽  
Bottom Line ◽  
Cultural Innovation ◽  
Or Groups ◽  
New Business ◽  
New Business Models

Organisational progress toward sustainable social and natural environments is essential. So too, is financial performance sufficient to support organisational investment in sustainability. Perspectives as to what organisational sustainability is, how it is pursued, and its preferred fruits have evolved in recent years to incorporate both inclusion and circularity. Regardless of the prevalent organisational perspective, the organisation will need to formulate and execute a triple top-line strategy to deliver triple bottom line performance and impacts. Interpretation of inclusion depends on whether organisational focus is internal, or is riveted on people, communities, or societies the organisation serves or hopes to impact. Herein inclusion is principally outward-looking, and hence primarily addresses marginalised individuals or groups, including individuals at the base of the pyramid. Organisations aiming to ‘do well, by doing good’ are called for-benefit organisations and are central to this effort and, often, are inclusive businesses. More than ‘doing good’, such organisations may aid disadvantaged or marginalised individuals or groups through beneficial cultural innovation and transformation. Companion to inclusivity is circularity, where businesses focus on resource recovery and redeployment. New business models aiming to direct organisations toward sustainable excellence, will incorporate inclusivity and circularity.

scholarly journals Identified Research Gaps in Employee Engagement

2016 ◽  
Vol 10 (2) ◽  
pp. 63 ◽  
Author(s):  
Y. Anuradha Iddagoda ◽  
H.H.D.N.P. Opatha
Keyword(s):  
Financial Performance ◽  
Empirical Evidence ◽  
Employee Engagement ◽  
High Performance ◽  
Sri Lankan ◽  
Research Gaps ◽  
Working Definition ◽  
Personal Character ◽  
Definition Of ◽  
The Impact

This research paper sets out to investigate the research gaps in employee engagement for systematic empirical investigations, in order to substantiate future studies. A desk research has contributed to identify seven gaps in employee engagement. The first gap which is about the conceptual confusion, can be minimized by formulating a working definition of employee engagement. The nonexistence of theoretical arguments and empirical tests on the impact of the religiosity on employee engagement, in both the Sri Lankan and in the international contexts, has been identified as the second gap. The third gap has been identified to be the fact that the rapport between personal character and employee engagement being, neither theoretically argued nor empirically tested, in Sri Lankan and the international contexts. The fourth gap is the unavailability of studies in the Sri Lankan context as to how the high performance work practices (HPWPs) impact on employee engagement. The fifth gap identified is the shortage of empirical evidence regarding the link between employee engagement and organizational financial performance in the Sri Lankan context. Absence of empirical evidence on employee job performance to be an intervening variable for employee engagement and organizational financial performance is brought up as the sixth gap. The same absence is found in empirical evidence about religiosity, HPWPs, personal character, leadership and work life balance that significantly affect employee engagement in a nomological network in the Sri Lankan context as well as in the international context, which is the seventh Gap.

scholarly journals Materiality Matrix Use in Aligning and Determining a Firm’s Sustainable Business Model Archetype and Triple Bottom Line Impact on Stakeholders

2021 ◽  
Vol 13 (3) ◽  
pp. 1065
Author(s):  
Valeska V. Geldres-Weiss ◽  
Nicolás Gambetta ◽  
Nathaniel P. Massa ◽  
Skania L. Geldres-Weiss
Keyword(s):  
Business Model ◽  
Value Creation ◽  
Triple Bottom Line ◽  
Sustainable Business ◽  
Bottom Line ◽  
Model Case ◽  
Creation Process ◽  
Sustainable Value ◽  
Definition Of ◽  
Value Creation Process

The materiality matrix is a tool that helps companies understand how the stakeholders’ view of material issues in environmental, social, and economic/governance dimensions influences their value creation process, and creates triple bottom line impacts through shaping their strategic business model elements. Building on the multidimensional definition of materiality, we propose to use the materiality matrix as a tool to aid the transformation of a company’s existing traditional business model into a more sustainable one (inside-out approach), and to enable the identification of the most appropriate business model archetype to incorporate innovation into its sustainable business model (outside-in approach). This paper presents the materiality matrix as a new tool to enhance and transpose a company’s business model towards sustainability—as illustrated through the analysis of the Viña Concha y Toro business model case. This new tool contributes to sustainable business model literature and stakeholder theory by incorporating the materiality matrix as a gateway to business model innovation, and as a tool to explain the dynamics in the sustainable value creation process and concomitant impact on stakeholders.

Nascent Entrepreneurship and Sustainability on the Beverage Sector

2018 ◽  
pp. 215-238
Author(s):  
Rita Miranda Almeida ◽  
Rute Abreu ◽  
José A. Perez-Lopez
Keyword(s):  
Financial Performance ◽  
Mineral Water ◽  
Triple Bottom Line ◽  
Soft Drinks ◽  
Spring Water ◽  
Bottom Line ◽  
Nascent Entrepreneurship ◽  
Natural Mineral ◽  
Natural Mineral Water ◽  
Sustainability Challenges

This research analyses the nascent entrepreneurship and sustainability on the beverage sector through the financial performance of the new emerging business of Portuguese companies. It explains the economic and financial results of new and older companies and discuss the best strategies adopted by them. Most companies are small, characterized by the same selling products: natural mineral water and spring water, flavoured water and soft drinks. Indeed, the research address the sustainability challenges, demands of major investments in sustainable businesses that will provide triple bottom line. The research adds knowledge and transfer to the society, because it is unusual research about entrepreneurship in beverage sector through the new demands on the market reality.

Evolution of mixed farming systems for the delivery of triple bottom line outcomes: a synthesis of the Grain & Graze program

2009 ◽  
Vol 49 (10) ◽  
pp. 966 ◽  
Author(s):  
R. B. Hacker ◽  
M. J. Robertson ◽  
R. J. Price ◽  
A. M. Bowman
Keyword(s):  
Structural Adjustment ◽  
New Technology ◽  
Demand Management ◽  
Triple Bottom Line ◽  
Farming Systems ◽  
Environmental Benefits ◽  
Bottom Line ◽  
Mixed Farming ◽  
Explicit Consideration ◽  
Definition Of

The continued evolution of mixed farming systems will depend on the development of technology which addresses the basic biophysical constraints of the agro ecological zone within which these systems have developed. However, the application of these technologies will increasingly depend on the extent to which they address all dimensions of the social–economic–environmental system within which mixed farmers operate. The Grain & Graze program has accelerated the adoption of several technologies that can provide a basis for continuing evolution of mixed farming systems (e.g. grazing of cereals, drought containment of livestock, perennial pastures) while initiating the development and exploration of others whose potential will be realised in the longer term (e.g. pasture cropping, integrated pest management in mixed farming systems, cover cropping and alley farming with old man saltbush). Some technologies capable of supporting continued evolution were not addressed comprehensively by the program but remain opportunities for future development, particularly technologies for feed demand management and inter-seasonal feed transfer. The program made considerable progress in fostering the explicit consideration of the ‘triple bottom line’ consequences of new technology. It has confirmed that no universal solution to the question of profitability and sustainability is to be expected but has also demonstrated that methodology is available to make the formal consideration of this question much more robust. Clearer definition of the institutional requirements for support of change in complex systems, and for effective management of large national projects, will provide key underpinnings to ensure that subsequent programs achieve the benefits of scale in RD&E that Grain & Graze has convincingly demonstrated. In addition, we argue that ongoing evolution of mixed farming systems that will deliver triple bottom line outcomes will require policies that achieve appropriate cost sharing for delivery of environmental benefits and increased capacity for structural adjustment within the industry itself, to account for changes in demography, infrastructure and farm management arrangements.

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