sustainable value
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Energies ◽  
2022 ◽  
Vol 15 (2) ◽  
pp. 466
Author(s):  
Didzis Rutitis ◽  
Anete Smoca ◽  
Inga Uvarova ◽  
Janis Brizga ◽  
Dzintra Atstaja ◽  
...  

The COVID-19 pandemic has been one of the most unprecedented crises of recent decades with a global effect on society and the economy. It has triggered changes in the behavior and consumption patterns of both final consumer and industrial consumers. The consumption patterns of industrial consumers are also influenced by changes in consumer values, environmental regulations, and technological developments. One of the technological highlights of the last decade is biocomposite materials being increasingly used by the packaging industry. The pandemic has highlighted the problems and challenges of the development of biocomposites to adapt to new market conditions. This study aims to investigate the industrial consumption of biocomposite materials and the influence of the COVID-19 pandemic on the main stages of the value chain of sustainable industrial consumption of biocomposites. The research results reveal there is a growing interest in the use of biocomposites. Suppliers and processors of raw materials are being encouraged to optimize and adapt cleaner production processes in the sustainable transition pathway. The study highlights the positive impact of COVID-19 on the feedstock production, raw material processing, and packaging manufacturing stages of the value chain as well as the neutral impact on the product manufacturing stage and negative impact on the retail stage. The companies willing to move toward the sustainable industrial chain have to incorporate economic, environmental, social, stakeholder, volunteer, resilience, and long-term directions within their strategies.


2022 ◽  
Vol 0 (0) ◽  
pp. 0
Author(s):  
Xiujing Dang ◽  
Yang Xu ◽  
Gongbing Bi ◽  
Lei Qin

<p style='text-indent:20px;'>With the development of business, more consumers are quality sensitive and improving the product quality becomes particularly important. We mainly discuss two investment strategies: retailer-investment and platform-investment. Compared with non-investment case, only if consumer sensitivity is not too high, it is profitable for the retailer to select retailer-investment. When both retailer-investment and platform-investment are viable, the choice of investment mechanism depends on the profit-sharing ratio. Particularly, if the ratio is within a certain range, the optimal investment strategy is platform-investment, achieving a triple-win outcome. Besides, to effectively alleviate the contradiction between the retailer's moral hazard problem and the sustainable value-added effect of platform-investment, we further research the contract term. These results give us some meaningful management inspirations in investment mechanism.</p>


2022 ◽  
pp. 194-216
Author(s):  
Manuel Moreno ◽  
Elena Mañas-Alcón ◽  
Oscar Montes-Pineda ◽  
Beatriz Fernández-Olit

This chapter analyzes the academic debate regarding the need to adopt a long-term vision of CSR strategies. It's based on the premise that short run is the dominant approach in financial markets, and this situation could be negatively conditioning the long-term sustainability value creation. New social values may be requesting different management decisions from companies, prioritizing long-term over short term results. A thorough literature review has been done across specialized journals, international reports, and key legislation, trying to determine and model the elements facilitating this sustainable value creation. It shows the alignment needed between CEO and their shareholders within the framework of corporate governance to create long-term value within CSR. There are signs of a possible financial over-performance of companies that strategically create a shared value with stakeholders based on environmental, social, and governance objectives, selected due to their materiality. A model is proposed to consider a long-term approach creating sustainable value in organizations.


2022 ◽  
pp. 661-672
Author(s):  
Federico Trigos ◽  
Mario A. Doria

Small and medium family businesses have distinct characteristics that differ from large corporations, with distinct challenges to their owner-managers. Many entrepreneurial families seek to achieve non-economic goals and share familial resources without compensation, not necessarily maximization of their sustainable value. As a consequence, traditional financial reporting is of limited use to them, as it does not reflect their priorities. This article introduces sustainability elements in the socio-emotional-wealth theory; identifies a family business type called resource-sharing; proposes a financial ruleset to quantify the sustainable financial position of the company regarding the achievement of non-economic goals of the family; and introduces an integrated mechanism to identify strategic implications for both family and business. Concepts are applied to family businesses from three countries, to verify applicability and usefulness.


2022 ◽  
pp. 130496
Author(s):  
Kenneth Nygaard ◽  
Stefan Schaper ◽  
Brian Jacobsen ◽  
Birgitte Hansen

2021 ◽  
Author(s):  
Khaled Al Blooshi ◽  
Hassan Mohammed ◽  
Khalid Yousef Al Awadhi ◽  
Pedro Carreiras ◽  
Maitha Harahish Al Mansoori ◽  
...  

Abstract ADNOC has identified digital technology as a key enabler of sustainable value creation as it delivers its 2030 smart growth strategy. The Transformation Management Office (TMO) has been established to accelerate delivery of ADNOC's digital transformation, actively manage its digital portfolio, build digital capabilities, lead the digital empowerment of local talent and institute a ‘new way to operate’. By doing so, it supports ADNOC's ambition to be a data-driven organization, adopting new ways of working, and delivering greater value, while adapting swiftly to competitive threats to its core business. ADNOC's digital transformation is changing the way the organization operates. The adoption of digital technologies, including big data, Artificial Intelligence and Machine Learning and robotics will optimize production, improve efficiency, reduce risk and de-risk multibillion dollar projects. To achieve this requires a change of company culture across the full value chain. The decision to establish the Transformation Management Office was a recognition that ADNOC must evolve to meet the realities of the new energy era by adopting advanced digital technologies to ensure we remain resilient and agile, by making the most of our resources, enhancing our performance, empowering our people and delivering greater value for our shareholders, Abu Dhabi and the UAE.


2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Iona Yuelu Huang ◽  
Louise Manning ◽  
Vicky Wood ◽  
Katy L. James ◽  
Anthony Millington ◽  
...  

PurposeThis research aims to explore retail managers' views on how food waste (FW) management activities contribute to sustainable value creation and how the customer value proposition (CVP) for a given food retailer interacts with their approaches to FW management.Design/methodology/approachA three-stage exploratory qualitative approach to data collection and analysis was adopted, involving in-depth interviews with retail managers, documentary analysis of multiple years of relevant corporate reports and email validation by seven major UK grocery retailers. Thematic content analysis supplemented by word similarity cluster analysis, two-step cluster analysis and crisp-set qualitative comparative analysis was undertaken.FindingsFW management practices have been seen by retail managers to contribute to all forms of sustainable value creation, as waste reduction minimises environmental impact, saves costs and/or serves social needs, whilst economic value creation lies at the heart of retail FW management. However, retail operations are also framed by CVP and size of a retailer that enable or inhibit the adoption of certain FW management practices. Low-price retailers were more likely to adopt practices enabling them to save costs. Complicated cost-incurring solutions to FW were more likely to be adopted by retailers associated with larger size, high quality and a range of services.Originality/valueThis study is the first of its kind to empirically explore retail managers' perception of sustainable value creation through FW management activities and to provide empirical evidence of the linkages between retail CVP and sustainable value creation in the context of retail FW management.


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