Kompetenzentwicklung für nachhaltiges Wirtschaften

Abstract

Für die Umsetzung von Nachhaltigkeit in Unternehmen sind Führungskräfte von besonderer Bedeutung. Doch wie können Manager ihre Kompetenzen im Bereich nachhaltiges Wirtschaften ausbauen? Eine Marktanalyse von Angeboten für Führungskräfte weist auf Probleme und Potenziale im Weiterbildungssektor hin.

Towards a sustainability management tool for food manufacturing small and medium‐sized enterprises—Insights from a Delphi study

“…Alongside the positive factors, disadvantages and risks are seen in needed resources ( financial , time , manpower ) (five times) for much bureaucracy— not fitting the lower level of bureaucracy in SMEs reported by Meredith (2000). The shortage of SMEs' resources with regard to sustainability management is also a present topic in literature (Arena & Azzone, 2012; Caldera et al, 2019; Grothe & Marke, 2012). SMEs are often limited in resources such as human and financial capital (Hillary, 2004; Kannan & Boie, 2003) and face higher capital and transaction costs (Thakkar et al, 2009).…”

“…Blackman and Rivera (2011) The advantages and disadvantages mentioned in the qualitative results go towards explaining why there is such a variation in predictability when it comes to food manufacturing SMEs committing to sustainability certification (including sustainability assessment). The theoretical advantages of internal improvement, legitimisation and market success (Windolph et al, 2014) are contrasted by practical impediments such as SMEs tending to lack resources (Grothe & Marke, 2012;Hillary, 2004). Thus, a procedure deemed to be bureaucratic with complex content such as sustainability assessment and certification seems not feasible.…”

“…Despite that great diversity, similarities of SMEs are reported in literature. They have strong regional bonds (Cohen et al, 2017; Tödtling & Kaufmann, 2001), are often owner‐managed (Hillary, 2000; Lee et al, 2016; Revell et al, 2009), prefer to pursue more long‐term oriented instead of short‐term quarter goals (Grothe & Marke, 2012) and have a flatter and less formalised organisational structure (Jansson et al, 2017) compared to big enterprises.…”

“…If initial internal barriers such as the value‐action gap by the owner‐managers (Revell et al, 2009) or a reluctant attitude towards sustainable development and environmental management are overcome, ‘the first hurdle’ (Hillary, 2004, p. 568) towards sustainability is passed. However, further internal problems such as lack of knowledge and training (Hillary, 2004) as well as external barriers such as high costs of certification systems or unsuitable indicator and management systems (Grothe & Marke, 2012) exist. Despite these obstacles: since activities for a sustainable development are not only necessary but also a competitive advantage (Morsing & Perrini, 2009; Oelze & Habisch, 2018), it is not a question of whether SMEs should engage but a question how it can happen.…”

Transformation and Design Thinking: perspectives on sustainable change, company resilience and democratic leadership in SMEs

“…The issue of sustainability which will probably gain increased importance for companies in the years to come (Grothe 2012 ; Wunder 2017 ; Pechlaner et al 2021 ), was not sufficiently radiated in the consciousness of most consultants and the firms they advise. Indeed, while economic sustainability and resilience were high at stake for most firms, more holistic approaches to the idea of socio-ecological sustainability were in large part lacking.…”