Reflections on educational change in New Zealand

Alcorn, Noeline

doi:10.15663/tandc.v10i1.50

Cited by 3 publications

(3 citation statements)

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“…These B labs measure firm’s externalities on purpose (pc01), certification areas (pc02), stakeholder groups (pc03), and social contribution (pc04), as will be shown in our empirical model. Externalities can also be certified (and re-certified every 2 years) by applying third-party independent standards ( Alcorn and Alcorn, 2012 ; Hiller, 2013 ; Castellani et al, 2016 ; Nicholas and Sacco, 2017 ).…”

Section: Introductionmentioning

confidence: 99%

B Corps: A Socioeconomic Approach for the COVID-19 Post-crisis

et al. 2020

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The current global health and economic crisis caused by COVID-19 has opened the possibility to adopt the B Corp model and focus more on the person. Based on grounded theory, we have examined 147 organizations from 14 countries listed at the B Corp Directory for Latin America. Latin American B Corps have traits linked to familyrelated issues that are distinct from other B Corps located in different continents. Our main findings are that B Corps develop a more inclusive and sustainable economy to benefit society, go beyond the notion of CSR, and move away from traditional companies, as B Corps combine social development and economic growth.

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Section: Introductionmentioning

confidence: 99%

B Corps: A Socioeconomic Approach for the COVID-19 Post-crisis

et al. 2020

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“…Moreover, the only certainty is that economic performance is directly influenced by the evolution of the entity in a digital economy, and increasing competitiveness can only be achieved by integrating corporate sustainability (developing CSR policies, sustainability reporting practices continuing, the involvement of all key actors and stakeholders) [43][44][45][46][47]. An analysis of company reporting practices has shown that the mechanisms of coercive and mimetic isomorphism appear to be distinct rather than concurrent [43,[48][49][50][51].…”

Section: Literature Review and Hypothesis Developmentmentioning

confidence: 99%

Corporate Sustainability Reporting and Financial Performance

et al. 2020

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In the past few decades, business performance has been approached from a multidimensional perspective, because a pro-active corporate sustainability reporting system for assessing the financial performance of an organization should at least address impacts at the organization and community levels, as well as the resulting associated social impacts. The purpose of this research was to identify the accessibility of corporate sustainability reporting instruments for Romanian managers and their role in increasing the financial performance of organizations. This study concludes that corporate social reporting indicators can be integrated into the reporting of the financial performance of a company and can transform sustainability into tangible value for all interested parties. In addition, the empirical results contribute to the understanding of corporate social responsibility practices; although being non-financial, these seem to be financially meaningful at a certain level after other financial factors are controlled for.

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“…Confusion arising over the definition of Certified B Corporations exists due to the misconception that Benefit Corporation status and Certified B Corporations are analogous (Alcorn and Alcorn 2012). Benefit corporation status is a legal business structure, while the certification is a third party verified documentation such as 'United States Department of Agriculture Organic' or 'Fair Trade'.…”

Section: Introductionmentioning

confidence: 99%

Rural Small and Medium Enterprises: Maximising the Value of Benefit Corporation Certification

Borden

Mead

2022

International Journal of Rural Management

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This article examines challenges and opportunities some rural small and medium enterprises (SMEs) face in maximising the value of Certified Benefit Corporation status. Eight case studies provide insights into the disadvantages of becoming, and maintaining, certification, and opportunities for leveraging its full value specific to the unique needs of these types of firms. Triangulation of three repetitions of interviews with owners and employees (n = 22) over two years, publicly available web-based sources (e.g., websites and brochures), and project documents for each case were analysed. No case study could report direct financial gains from their certification. Additionally, they reported limitations to obtaining, and maintaining, the certification, unique to rural SMEs, suggesting larger and urban firms have a competitive advantage in utilising this certification. Instead, they identified hiring and retaining quality employees, a greater sense of purpose and drive, and increased trust with other local businesses as added value. The article concludes with insights for increasing the likelihood of maximising value for other similar firms and opportunities for third-party certifying bodies to better support rural SMEs in maximising the value of this certification.

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Reflections on educational change in New Zealand

Cited by 3 publications

References 0 publications

B Corps: A Socioeconomic Approach for the COVID-19 Post-crisis

B Corps: A Socioeconomic Approach for the COVID-19 Post-crisis

Corporate Sustainability Reporting and Financial Performance

Rural Small and Medium Enterprises: Maximising the Value of Benefit Corporation Certification

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