Organizational Change for Corporate Sustainability

Benn, Suzanne; Edwards, Melissa; Williams, Terence H.

doi:10.4324/9781315819181

Cited by 239 publications

(167 citation statements)

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“…Langfield-Smith 1997;Chenhall 2003;Tucker et al 2009) whereas this review focuses on studies that address corporate sustainability oriented strategies and practices. The review adopts the view that corporate sustainability refers to strategies and practices that address the environmental and social aspects of performance, that may create shared value over the short term and long term ensuring business continuity (Porter and Kramer 2006;Benn et al 2014;Marrewijk, 2003). We now turn to the key themes identified in our review, presented according to the strategy and control classifications introduced above.…”

Section: Strategy and Management Controls: A Conceptual Basismentioning

confidence: 99%

“…A McKinsey (2011) survey revealed that progressively the motivations for engaging in sustainability has moved beyond pure reputational management orientation and more towards both short-term and long-term value creation. Value is created through the adoption of responsible strategies through the efficient resource use, investments in making products with sustainable attributes as well as searching for opportunities in responsible business actions that create shared value (McKinsey 2011;Benn et al 2014). Through these strategies, companies seek to manage the expectations of many stakeholder groups as well as accrue benefits from responsible practice.…”

Section: Introductionmentioning

confidence: 99%

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Controlling for sustainability strategies: findings from research and directions for the future

2019

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Over the past decade the focus of sustainability researchers has broadened to explore management controls for sustainable business practice. This paper contributes to the emerging area of interest on understanding the roles management controls play by presenting a review of the literature that specifically focuses on the relationship between management controls and sustainability strategies. The paper shows that the current literature predominantly focuses on exploring controls from a management control design perspective, mostly informed through the case study based approach while concentrating primarily on large firms. Nine key themes arising out of the review of the literature are presented. The limitations of current research are subsequently addressed and avenues for further research are presented and discussed.

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Section: Strategy and Management Controls: A Conceptual Basismentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Controlling for sustainability strategies: findings from research and directions for the future

2019

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“…Due to the previous literature demonstrating the need to achieve a "fit" between the types of corporate social performance undertaken and the firm's stakeholder environment [83], it is necessary for managers to rethink strategies to go further and assume these new responsibilities [13,141,142].…”

Section: Strategic Posture (H3)mentioning

confidence: 99%

Relationship between Sustainable Disclosure and Performance—An Extension of Ullmann’s Model

Pajuelo-Moreno

Duarte-Atoche

2019

Sustainability

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Due to the lack of consensus on the Sustainable Disclosure (SD)–Sustainable Performance (SP) relationship and the absence of a robust theoretical framework base, this research tests this relationship. Based on Ullmann’s argument that the execution of corporate responsibility regarding SD, SP and EP (economic performance) is determined by the management’s (unobservable) overall strategy, we apply Partial Least Squares, introducing EP, size and membership in sensitive sectors and subjecting them to a multiplicity of external pressures (social, environmental and legislative) as determinants of the SD–SP link. There is a moderate SD–SP relationship, with a significant effect due to EP and conditioned by size. Specifically, (1) the companies that are concerned and which act sustainably have a higher SD, (2) the greater the EP, the greater its effect on this SD, but (3) when the sample is segmented by size, the moderating effect is only positive and significant for large companies. An awareness of the added value of the sustainable business model exists, more than simply reporting (actions beyond words), but the value that its profitability yields will not be determinant for SP, though it will affect SD, despite there being no direct relationship between performance and SD.

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“…Like various other studies, the main impediments to engagement were seen as lack of time and money, lack of relevance to the business (due to the micro-size of some of the respondents) and lack of knowledge of sustainable alternatives. A very few respondents actively measured or set targets for their carbon output, which are commonly viewed as an initial step to making organisational change and establishing environmental reputation in order to support business growth and development (Benn, Dunphy and Griffiths, 2014;Haigh and Griffiths, 2012;Hoffman, 2005). This is clearly an area where firms could be better supported.…”

Section: Conclusion and Recommendationsmentioning

confidence: 99%

Environmental capabilities of small and medium sized enterprises: Towards transition to a low carbon economy in the East Midlands

Baranova

Paterson

2017

Local Economy: The Journal of the Local Economy Policy Unit

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This paper presents the results of a survey-based study, which involved 120 SMEs in the East Midlands region of the UK, and aims to explore SMEs environmental practices, environmental capabilities and awareness of the regional support for green growth. Environmental capabilities of SMEs are found to be bound to energy efficiency projects, with very few SMEs having a strategic outlook toward developing these capabilities. The majority of SMEs did not access governmental grants to improve energy efficiency, and those who did accessed governmental rather than NGO or private sources. Around a third of SMEs did not invest in any form of EMS or EMA over the last two years. Environmental capabilities, which are considered to have a direct positive impact on cost reduction, are found to be attracting the highest demand from SMEs. The study offers a typology of SMEs environmental capabilities providing a valuable conceptual development in understanding the links between various environmental capabilities and their significance for the strategic success of an enterprise.

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Organizational Change for Corporate Sustainability

Cited by 239 publications

References 0 publications

Controlling for sustainability strategies: findings from research and directions for the future

Controlling for sustainability strategies: findings from research and directions for the future

Relationship between Sustainable Disclosure and Performance—An Extension of Ullmann’s Model

Environmental capabilities of small and medium sized enterprises: Towards transition to a low carbon economy in the East Midlands

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