Strategic Decision Making for the Triple Bottom Line

McWilliams, Abagail; Parhankangas, Annaleena; Coupet, Jason; Welch, Eric R.; Barnum, Darold T.

doi:10.1002/bse.1867

Cited by 120 publications

(125 citation statements)

References 48 publications

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“…Image is often externally viewed with cynicism [100,101], therefore some companies are reluctant to communicate their sustainability practices [21,102]. In this situation, firms must have credibility in their efforts to get sustainability initiative messages across to stakeholders [17,103]. This leads to a positive image for the company and could provide its legitimation.…”

Section: Reputation Corporate Image and Profitability In Smesmentioning

confidence: 99%

“…It is clear that there is a synergy between CSR and innovation as both are strategic elements of competitiveness [81][82][83]. The literature indicates that companies that undertake CSR actions are more prone to innovation [17,84], while also being more likely to achieve better performances [80,85,86] and greater advantages and competitive success [87][88][89]. Rexhepi et al [87] affirms that innovation is stimulated by a global commitment to CSR.…”

Section: Csr the Supply Chain And Innovation In Smesmentioning

confidence: 99%

“…Related to the three typical dimensions of CSR (economic, social, and environmental), and following the perspective of the triple bottom line [17], green/environmental issues have dominated research until recently [12,27,76]. How-ever, we should not forget the existence of the social and economic aspects.…”

Section: Csr the Supply Chain And Innovation In Smesmentioning

confidence: 99%

“…Reverte, Gómez-Melero, and Cegarra-Navarro [96] and Graafland [30] have pointed out that SMEs are incorporating CSR practices into their processes and thereby increasing their perceived value or reputation among stakeholders. On the other hand, Roberts and Dowling [97], Abagail McWilliams et al [17], and Kim, Kim, and Qian [98] qualify reputation as an asset that generates profitability and sustained performance in the company.…”

Section: Reputation Corporate Image and Profitability In Smesmentioning

confidence: 99%

“…This allows us to affirm that "CSR can be applied by all types of companies, regardless of their characteristics, size, sector of activity or scope of action" [72] (p. 27). Therefore, today, CSR has a universal character in its application, and its application is relevant for all types of organizations [17].…”

Section: Csr the Supply Chain And Innovation In Smesmentioning

confidence: 99%

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CSR and the Supply Chain: Effects on the Results of the SME

Valdez-Juárez¹,

Gallardo‐Vázquez²,

Ramos-Escobar³

2018

Preprint

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Currently, companies and SMEs (small and medium enterprises) are looking to be more competitive. In order to achieve this, they are adopting new business models and strategies that allow them to move towards sustainability. Strategies such as CSR (Corporate social responsibility) and supply chain management have become essential for ensuring a company's permanence and financial consolidation. The literature has stated that the theories of Stakeholders and Sustainability are fundamental pillars for the development and sustained growth of business. The purpose of this article is to examine the effects of CSR and the SC (supply chain) on innovation, image and reputation, and in turn, their influences on profitability in SMEs. This research is based on a sample of 143 companies in the city of Guaymas Sonora, in Mexico. For the analysis and validation of the results, we used the SEM (Structural Equation Modeling) statistical technique based on the variance, through PLS (Partial Least Squares) (using SmartPLS version 3.2.6 Professional). The findings show that SMEs that develop social and sustainable practices increase their level of innovation, and improve their image, their reputation, and their financial profitability. This work contributes mainly to the development of Stakeholders and Sustainability.

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Section: Reputation Corporate Image and Profitability In Smesmentioning

confidence: 99%

Section: Csr the Supply Chain And Innovation In Smesmentioning

confidence: 99%

Section: Csr the Supply Chain And Innovation In Smesmentioning

confidence: 99%

Section: Reputation Corporate Image and Profitability In Smesmentioning

confidence: 99%

Section: Csr the Supply Chain And Innovation In Smesmentioning

confidence: 99%

See 3 more Smart Citations

CSR and the Supply Chain: Effects on the Results of the SME

Valdez-Juárez¹,

Gallardo‐Vázquez²,

Ramos-Escobar³

2018

Preprint

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Sustainable Development, Sustainability Leadership and Firm Valuation: Differences across Europe

2017

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Sustainable development is nowadays a high priority for firms all over the world. Consequently, numerous firms have increased their social responsibility initiatives, reinforcing the credibility and trust of their stakeholders. However, prior research about the relevance of sustainability leadership for the European investment community is scarce. In this context, the aim of this study is to examine whether sustainability leadership – proxied by membership of the Dow Jones Sustainability Index Europe – is value relevant for investors on the 10 major European stock markets over the 2001–2013 period. Our overall results reveal that there exist significant differences across markets. These findings are relevant especially for investors, but also for the managers of listed firms, market regulators and policymakers. Copyright © 2017 John Wiley & Sons, Ltd and ERP Environment

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Measures for Sustainable Investment Decisions and Business Strategy – A Triple Bottom Line Approach

Cubas-Díaz

Sedano

2017

Bus Strat Env

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Traditionally, most investors have only taken economic variables (profitability and risk) into account when making investment decisions. In this paper we propose two measures, the Relative Sustainable Performance Measure (RSPM) and the Measure of Commitment-failure (MC), that permit sustainable decision making, which takes environmental and social variables into consideration in addition to the economic variables, for both investors and companies themselves. This makes a triple bottom line (TBL) approach to investment decision making possible. We apply our measures to the worldwide chemical sector and validate them. Moreover, we propose a 2D graphical sustainability analysis, which is simple and easy for investors to understand when making investment decisions and can be used if they are concerned about environmental and social matters. It also enables companies to analyse their sustainability performance and adapt their business plans accordingly.

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Strategic Decision Making for the Triple Bottom Line

Cited by 120 publications

References 48 publications

CSR and the Supply Chain: Effects on the Results of the SME

CSR and the Supply Chain: Effects on the Results of the SME

Sustainable Development, Sustainability Leadership and Firm Valuation: Differences across Europe

Measures for Sustainable Investment Decisions and Business Strategy – A Triple Bottom Line Approach

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