Leadership for Sustainability: Connecting Corporate Responsibility Reporting and Strategy

Abstract

This chapter describes how and why normative justification for corporate responsibility has been replaced with business case thinking. Modern organizations do link their non-financial reports to strategy because corporate responsibility is seen as a source of competitive advantage, growth, motivation, and innovation. Non-financial reporting potentiates companies to understand, learn, and redefine their social and environmental impacts and its cost; how to minimize both impact and cost; and how to capitalize on challenges that management face on a daily basis. The connection between CR strategy and non-financial reporting is described along with how it is relevant for the successful business of modern organizations. By improving CR strategies and developing unique non-financial reporting, organizations can be more effective and efficient in the local community, which will positively reflect on their business model and in achieving higher sustainability levels.

Defining a Social Role for Ports: Managers’ Perspectives on Whats and Whys

“…As stated by participants in this study, becoming a reference in the broader view of social development, leading by example and using knowledge to benefit society are some skills and knowledge that ports can possess, and their representatives should use them to become more socially social embedded. The authors of [98] emphasised the importance of improving corporate knowledge by developing leaders focusing on the strategic approach to social development and supporting stakeholders to understand more about what organisations do in the sustainability realm. In the case of Brazilian ports, the main challenge is to ensure that leaders can absorb the knowledge related to the social dimension and adopt it as part of the organisation's core activities.…”