Influences on the organizational implementation of sustainability: an integrative model

Fairfield, Kent D.; Harmon, Joel; Behson, Scott

doi:10.1057/omj.2011.3

Cited by 61 publications

(39 citation statements)

References 26 publications

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“…More recently researchers have started to recognize that the pursuit of CS initiatives and strategies requires taking into account social and psychological factors within companies (Hoffman and Henn 2008;Lozano 2013). Recent studies have called attention to the relevance of internal factors, such as top management support, human resource management practices, employees' characteristics and behaviors (at both the individual and collective levels), and organizational cultural and subcultural factors (Daily and Huang 2001;Fairfield et al 2011;Howard-Grenville 2006;Linnenluecke and Griffiths 2010;Lozano 2013;Wilkinson et al 2001). Lozano (2013) also stated that the discussion on ''soft'' matters to develop CS has been limited, and pointed out four types of barriers (informational, behavioral, emotional, and systemic) to CS, and strategies and approaches to overcome those barriers.…”

Section: Facilitators To Csmentioning

confidence: 99%

“…First, there has been only modest attention to the role of leadership in the academic CS literature (Galpin and Whittington 2012;Metcalf and Benn 2013;Morsing and Oswald 2009;Waldman and Siegel 2008), and the relationship between leadership and CS is ''still in a fledgling stage'' (Quinn and Dalton 2009, p. 23). Second, several authors have argued that the influence of leadership on building or destroying CS is particularly important (e.g., Ashforth and Anand 2003;Fairfield et al 2011;Lozano 2015;Pearce et al 2013;Quinn and Dalton 2009). CEOs have a crucial influence on how their organizations adopt sustainable practices (Waldman et al 2006).…”

Section: Facilitators To Csmentioning

confidence: 99%

“…As a whole, they defend a holistic and multidimensional awareness of the nature of sustainability (Fairfield et al 2011). They see CS as representing the company's continuity and long-term orientation, its adaptability to the environment (i.e., the alignment, or balance, between the organization and its external environment), and the consideration of interests of several stakeholders that represent, to a great extent, the triple bottom line.…”

Section: Making Sense Of How Ceos Define Csmentioning

confidence: 99%

“…Second, there is limited research exploring the facilitators of CS as perceived by CEOs (Fairfield et al 2011), and we aim to contribute to that literature. We are especially interested in studying if CEOs confirm what several researchers (e.g., Hoffman and Henn 2008;Lozano 2013Lozano , 2015Quinn and Dalton 2009) have suggested-that social and psychological factors are crucial enablers and inhibitors of CS and should thus be studied.…”

Section: Introductionmentioning

confidence: 99%

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Corporate Sustainability: A View From the Top

2015

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Through a qualitative approach (via semistructured interviewing), we explore the perspective of 72 CEOs of companies operating in Portugal about the definition of corporate sustainability (CS) and its facilitators, and obtain four main findings. First, most CEOs equate CS with the company's continuity/viability. Second, the relevance ascribed to different stakeholders differs considerably: while more than 50 % of CEOs cited shareholders/profits, and more than 40 % mentioned the natural environment and employees, very few mentioned customers, society, suppliers, the State, or competitors. Third, the management practices considered as most important to develop CS are (a) the organization's strategic alignment with a long-term orientation, and (b) developing and energizing people within a positive organizational climate characterized by trust and ethics. Fourth, the leadership characteristics and behaviors considered as most important to foster CS are scrutinizing the future and leading people through a mobilizing vision; energizing and developing employees; and leading by example. While the whole picture is largely consistent with the ''sustainable strategic management'' (SSM) approach suggested by Stead and Stead (2014) and with recent CS integrative approaches, the great majority of CEOs who participate in the study have not embraced such integrative and coevolutive perspectives.

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Section: Facilitators To Csmentioning

confidence: 99%

Section: Facilitators To Csmentioning

confidence: 99%

Section: Making Sense Of How Ceos Define Csmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Corporate Sustainability: A View From the Top

2015

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“…Organizations are challenged by myriad forces related to the natural environment, human rights, population growth, corruption, poverty, and much more (Fairfield, Harmon, & Behson, 2011). To survive, organizations must develop sound, effective policies and practices that address today's urgent issues while considering the needs of future generations.…”

Section: Please Scroll Down For Articlementioning

confidence: 99%

Individual and Organizational Responses to Changing and Challenging Conditions

Backhaus

2013

Organization Management Journal

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Sustainable Corporate Entrepreneurship: Performance and Strategies Toward Innovation

et al. 2016

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The field of sustainable corporate entrepreneurship is in a nascent stage. By developing a position matrix of companies with respect to their corporate entrepreneurship and sustainability performance, we make conceptual contributions to an integrated perspective on elements supporting a sustainable corporate entrepreneurship process. We propose that such a process without evolving corporate sustainability is misleading. Methodologically, we investigate publicly available index ratings to assess strategies for and qualitative measurement of the sustainable development and innovation performance of eight top‐ranked international companies. Findings show that the strategies of the identified companies correspond well to our typology and allow suggestions of where efforts for corporate sustainability and/or entrepreneurship could be reinforced to gain or maintain a benchmark position. The article will clarify underlying elements of, and help to advance strategies for the implementation of, a sustainable corporate entrepreneurship process. Copyright © 2016 John Wiley & Sons, Ltd and ERP Environment

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Influences on the organizational implementation of sustainability: an integrative model

Cited by 61 publications

References 26 publications

Corporate Sustainability: A View From the Top

Corporate Sustainability: A View From the Top

Individual and Organizational Responses to Changing and Challenging Conditions

Sustainable Corporate Entrepreneurship: Performance and Strategies Toward Innovation

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