Developing strategies and leaders to succeed in a new era of sustainability

Lacy, Peter; Haines, Arnaud; Hayward, Rob

doi:10.1108/02621711211218997

Cited by 38 publications

(17 citation statements)

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“…A high level of trust in the Global Compact can foster dialog among a diverse set of actors in a nonbureaucratic way and make a significant contribution to stabilize the global governance system by strengthening its social and environmental pillars (Kell & Levin, 2003). A recent survey of 766 Global Compact participants confirms that partnership and trustful collaboration are considered to be the key elements of approaching sustainability issues successfully (Lacy, Cooper, Hayward, & Neuberger, 2010). Trust reduces the risk inherent in cooperative relations because it allows stakeholders to make certain assumptions about the corporate responsibility activities of firms participating in the UNGC.…”

Section: Trust and The United Nations Global Compactmentioning

confidence: 99%

Trust and the United Nations Global Compact

Gilbert

Behnam

2012

Business & Society

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The United Nations Global Compact (UNGC) is a Global Public Policy Network supporting ten universal principles in the areas of human rights, labor standards, environmental protection, and anticorruption. Networks such as the UNGC are an organizational form with distinct structural properties and specific requirements regarding coordination. Relationships among network partners are typically complex, reciprocal, and trust based. Despite the relevance of trust for a successful coordination of networks, the literature on the UNGC remains relatively silent when it comes to this phenomenon. The conditions and mechanisms that contribute to the constitution of trust in the UNGC are poorly understood. Based on research in network theory, the authors argue that the trust of participants and other stakeholders supporting the UNGC is a key precondition to enhance collaboration and to further develop the initiative. Against this background, the aim of this article is to develop a systematic approach to foster the constitution of trust in the UNGC. A thorough investigation of the connection between trust and the UNGC may help identify concrete measures for increasing the scale and scope of collaboration between stakeholders and at UNIV NEBRASKA LIBRARIES on August 26, 2015

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Section: Trust and The United Nations Global Compactmentioning

confidence: 99%

Trust and the United Nations Global Compact

Gilbert

Behnam

2012

Business & Society

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“…In today's disruptive economy, where consumers' needs and technology are constantly changing, sustainability is increasing becoming a new area of focus for CEOs (Epstein & Rejc, 2014;Lacy et al, 2012). According to the 2010 UN Global Compact-Accenture survey, there is a significant shift of CEO mindsets in believing "sustainability issues will be critical to the future success of their business" (Accenture, 2010, p. 13).…”

Section: Introducuction Of the Problemmentioning

confidence: 99%

Factors That Stimulate Project Managers to Consider Sustainability; Exploring the Stimulus Patterns of Canadian Project Managers

Poon¹,

Silvius²

2019

JMS

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As sustainability is being integrated into corporate strategies, the discussions on sustainability have moved from whether it should be addressed in strategy, to how it should be integrated into business practices. And as projects are a vehicle for the implementation of organizational strategies, it is suggested that consideration of sustainability should be integrated into the processes and practices of project management. A pivotal role in this integration is foreseen for the project manager. The project manager has a central position in the project, which provides the opportunity to influence many aspects of the project. However, an opportunity to act is be enough, as many factors or circumstances influence the actual behavior of the project manager with regards to sustainability. In a European study into the factors that stimulate project managers to address sustainability, three distinct stimulus patterns were revealed. As national or societal culture is known to influence sustainability behavior, the study reported in this paper focuses on exploring the factors that stimulate Canadian project managers to consider sustainability in their projects. Similar to the European study, this study revealed three distinct stimulus patterns, that were characterized as ‘Intrinsically motivated’, ‘Pragmatic’ and ‘Normative driven’. The findings of the study confirm the patterns of the earlier study to a large extent. Two of the three patterns of the studies showed similar characteristics. The third pattern of the studies showed partial similarity and partial difference, with the European project managers tending more towards the opportunities for implementation of sustainability, and the Canadian project managers putting more value on the alignment of personal and organizational values.

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“…Ultimately, the success of these efforts depends on the work of employees who conceive, design, and execute such activities. As a result, employee engagement with CSR is increasingly important for both organizational success and, as corporate influence grows, for public well‐being (Lacy, Haines, & Hayward, ; Orlitzky, Schmidt, & Rynes, ). However, although some employees seek out opportunities to engage in CSR‐related activities (Bansal, ; Mirvis, ; Pajo & Lee, ), others remain indifferent or even cynical about such activities (Hemingway, ; Rodrigo & Arenas, ; Slack, Corlett, & Morris, ).…”

Section: Introductionmentioning

confidence: 99%

CSR initiative characteristics and employee engagement: An impact‐based perspective

2018

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Summary Though corporations depend on the work of employees to achieve important humanitarian and environmental outcomes, research on employee engagement in corporate social responsibility initiatives (CSRIs) remains limited and fragmented. Building on existing studies, we develop a theoretical model explaining when and why CSRIs, on the basis of their distinctive characteristics, would be engaging to employees. Adopting the lens of social cognitive theory, we position employees as potential agents of social change, whose efforts are enabled through CSRIs that are expected to meaningfully impact stakeholders (including the employees themselves, their employing organizations, and external beneficiaries). We first model CSRIs in terms of their focus characteristics, which reflect the different types of goals that CSRIs can have. We then explain how these CSRI characteristics promote employee engagement through anticipated impacts that are commensurate with employees' personal expectations. Lastly, we explain how these effects depend on organizational support for the CSRI, which shapes employees' beliefs about the collective efficacy of the organization to achieve the CSRI goals, and on employees' identities, which determine the types of CSRI impacts that are more meaningful and therefore more conducive to engagement. We conclude with a discussion of implications for research and practice.

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Developing strategies and leaders to succeed in a new era of sustainability

Cited by 38 publications

References 0 publications

Trust and the United Nations Global Compact

Trust and the United Nations Global Compact

Factors That Stimulate Project Managers to Consider Sustainability; Exploring the Stimulus Patterns of Canadian Project Managers

CSR initiative characteristics and employee engagement: An impact‐based perspective

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