Greening the balanced scorecard

Länsiluoto, Aapo; Järvenpää, Marko

doi:10.1016/j.bushor.2010.03.003

Cited by 51 publications

(40 citation statements)

References 31 publications

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“…Research in the field of Green HRM is inter-disciplinary, drawing from organizational themes within strategic management (Aragón-Correa & Rubio-López, 2007;Boiral, 2009, Jabbour et al, 2010Schroeder, 2012), organizational performance and performance management (Clemens, 2006;Jabbour et al, 2015;Länsiluoto & Jarvenpää, 2010;Marcus & Fremeth, 2009;Ambec & Lanoie, 2008), organizational culture, employee engagement, staff development and training (Govindarajulu & Daily, 2004;Jabbour 2013b;Rothenberg, 2003;Vaccaro & Echeverri, 2010). The following literature review focuses on the two prominent areas in the Green HRM debate as identified earlier in this study: the positioning and alignment of the environment and HR function including the integration with organizational performance and Green employee engagement.…”

Section: Green Hrmmentioning

confidence: 96%

Green human resource management: a comparative qualitative case study of a United States multinational corporation

Haddock-Millar

Sanyal

Müller‐Camen

2015

The International Journal of Human Resource Management

232

154

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This article explores the ways in which a multinational company approaches green human resource management (HRM) in its British, German and Swedish subsidiaries. The authors analyse the similarities and differences in Green HRM approaches in these three European subsidiaries of a US restaurant chain. This enables the comparison of Green HRM practices and behaviours, and considers the factors that influence the subsidiaries in this particular domain. Therefore, this research addresses the current lack of international comparative research in the field of Green HRM. The methodological approach is a multicase study with 50 participants, using semi-structured interviews and focus groups. The results present evidence of proactive environmental management, reflected through a range of operational and people-centred initiatives across the three European countries. Although there is an overarching commitment to environmental sustainability, the positioning and alignment of the environment and HR function differ amongst the subsidiaries, as does the way in which the subsidiaries choose to engage the workforce in environmental sustainability. The study identified a number of factors that explain the differences in approaches including, amongst others, strategic and performance drivers and cultural dimensions, such as relationships with key stakeholders.

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Section: Green Hrmmentioning

confidence: 96%

Green human resource management: a comparative qualitative case study of a United States multinational corporation

Haddock-Millar

Sanyal

Müller‐Camen

2015

The International Journal of Human Resource Management

232

154

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“…avoiding negative press coverage and consumer boycotts) or opportunities (e.g. positive effects on employee morale and corporate reputation; differentiation through eco products) (Aragón-Correa and Rubio-López 2007;Epstein and Roy 2001;Wehmeier 2006;DiasSardinha and Reijnders 2005;Länsiluoto and Järvenpää 2010). In answer to these changes, proactive environmental or sustainability strategies are being developed by companies wanting to benefit from these changes (Azzone and Bertelè 1994;Aragón-Correa 1998;Aragón-Correa and Rubio-López 2007).…”

Section: Introductionmentioning

confidence: 99%

Pursuing Sustainability with the Balanced Scorecard: Between Shareholder Value and Multiple Goal Optimisation

Hansen¹,

Schaltegger²

2012

SSRN Journal

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III ABSTRACT 1A rising awareness about the limitations of measuring organisational success merely with financial metrics has motivated researchers and practitioners to call for more holistic performance management and measurement systems. The balanced scorecard (BSC) as proposed by Kaplan and Norton is maybe the most popular framework which aims at a balance between multiple performance dimensions and objectives. Moreover, the increasing strategic importance of environmental and social aspects have led to the suggestion of a so called sustainability balanced scorecard (SBSC), which promises the consideration of even further performance dimensions. More specific, the SBSC aims at balancing financial objectives with environmental and social objectives. However, the SBSC approaches proposed strongly differ in the way they deal with managing multiple objectives. Against this background, we conduct a systematic review of the research field dealing with the SBSC in order to advance the knowledge on managing multiple corporate objectives. As part of our results, we first give a brief description of the research field using bibliographical analysis. Second, we derive a typology of generic SBSC architectures showing that the architecture is contingent on the value system the organisation chooses to operate in (profit driven, care driven, systemic driven) and the corporate sustainability strategy opted for (defence, accommodation, proaction). We further show that the architectures can generally be applied by various types of organisations (public listed, large private, and small and medium-sized companies), but that some combinations are more likely than others. Implications for management and research are also derived.

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“…While radical change is crucial to achieving sustainable development, it is not the task of an SBSC or any other management control system to initiate this change (though such systems can indeed have an impact on the organisational culture; Länsiluoto and Järvenpää 2010;Simons 1994). The function of an SBSC is to support strategy implementation.…”

Section: The Sbsc As a Tool For Radical Change Towards Sustainability?mentioning

confidence: 99%

Sustainability Balanced Scorecards and their Architectures: Irrelevant or Misunderstood?

Hansen

Schaltegger

2017

J Bus Ethics

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In a recent systematic review of the Sustainability Balanced Scorecard (SBSC) literature in this journal, we developed a typology of architectures as a basis for the process of SBSC design, implementation, use, and evolution. This paper addresses a comment by designed to stimulate further research. We argue that the existing literature demonstrates that the SBSC management tool can play an important role in corporate sustainability. The SBSC architectures-as representations of goals and priorities-form an integral and iterative part of the corporate sustainability strategy-making process and therefore cannot be isolated from it. However, the concept as such should not be overloaded (e.g. as a tool for radical change). In this paper, we first reflect on the potentials and constraints of the SBSC in relation to (1) radical or transformational change and (2) measuring performance outcomes on the level of humanearth systems. Second, we discuss the importance of SBSC architecture concerning (1) how it enables the integration of sustainability into business organisations; (2) how both strictly hierarchical cause-and-effect chains and less hierarchical designs can allow companies to seek inclusive profits; and (3) the contingency-based use of generic architectures (i.e. using the sustainability strategy and value system to determine a fitting architecture) in contrast to its use as a diagnostic tool (i.e. the architecture revealing the sustainability strategy and value system).

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Greening the balanced scorecard

Cited by 51 publications

References 31 publications

Green human resource management: a comparative qualitative case study of a United States multinational corporation

Green human resource management: a comparative qualitative case study of a United States multinational corporation

Pursuing Sustainability with the Balanced Scorecard: Between Shareholder Value and Multiple Goal Optimisation

Sustainability Balanced Scorecards and their Architectures: Irrelevant or Misunderstood?

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