Sustainability as Opportunity: Unilever’s Sustainable Living Plan

Lawrence, J. Gary; Rasche, Andreas; Kenny, Kevina

doi:10.1007/978-94-024-1144-7_21

Cited by 21 publications

(8 citation statements)

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“…A clear new rationale is evidenced in the way that corporations increasingly present their business models as vehicles for social change (i.e., how they make their profits; Table 1). This was once associated with niche areas of business that were "born"' with a social mission (e.g., The Body Shop, Ben & Jerry's, Patagonia), but more mainstream corporations are now integrating CSR into their core business strategy (e.g., Unilever; see Lawrence, Rasche, & Kenny, 2015). This sense of social mission has often been justified with reference to its business benefits, a rationale renewed in light of the popularization of the concept of "creating shared value" (CSV; Porter & Kramer, 2011, but see critiques such as Crane, Palazzo, Spence, &Matten, 2014, andVallentin &Spence, 2017).…”

Section: Csr Then and Nowmentioning

confidence: 99%

Reflections on the 2018 Decade Award: The Meaning and Dynamics of Corporate Social Responsibility

Matten

Moon

2020

AMR

178

139

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We reflect on our 2008 article, "'Implicit' and 'Explicit' CSR: A Conceptual Framework for a Comparative Understanding of Corporate Social Responsibility," first recalling its origins. We contextualize this reflection piece with a stylized interpretation of CSR "then" (the turn of the twenty-first century) and "now" (2019). We then focus on two themes: CSR's meaning and its dynamics. Regarding the meaning of CSR, we indicate the advantages of our capacious CSR definition and elaborate on the underlying theorization of our CSR framework regarding corporations' need for legitimacy with their core stakeholders, societies they operate in, and regulators they are subject to. We propose that the configuration of these legitimacy relationships informs the nature and balance of implicit and explicit CSR. Turning to CSR dynamics, we build on research on the hybridization of implicit and explicit CSR and explore two underlying phenomena-explicitization and implicitization of CSR. We conceptualize explicitization as the process by which norms and rules associated with implicit CSR are adopted in explicit CSR policies, practices, and strategies. We conceptualize implicitization of CSR as the process by which norms and rules of business responsibility are informed by what were hitherto explicit CSR policies, practices, and strategies of corporations, and are built into general obligations of business.a These changes are discussed in the section titled "The Dynamics of CSR." 2020 9 Matten and Moon

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Section: Csr Then and Nowmentioning

confidence: 99%

Reflections on the 2018 Decade Award: The Meaning and Dynamics of Corporate Social Responsibility

Matten

Moon

2020

AMR

178

139

View full text Add to dashboard Cite

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“…Instead, it should be fully integrated into an organization's strategy, execution, Board of Director's agenda, CEO, and executive compensation, of course, its culture (McDonnell & Cobb, 2020). One company that has endeavored to do so is Unilever (Lawrence et al, 2018). For Unilever, sustainability is not just about risk management but about it being a competitive strategic advantage.…”

Section: Unilever-sustainable Living Plan As An Esg Case Studymentioning

confidence: 99%

“…The Unilever Sustainability Living plan is positioned as a new model that is a "virtual circle of growth" (Cited in Lawrence et al, 2018). The plan put forth three sustainability pillars: to help one billion people improve their health and well-being, to reduce the environmental impact of Unilever products by half and enhance the livelihood of those in the company's value chain.…”

Section: Unilever-sustainable Living Plan As An Esg Case Studymentioning

confidence: 99%

“…Similarly, their ESG program effort to engage with customers in building self-image among women led them to the "Free Being Me" campaign for their Dove soap product to enhance self-esteem among girl children. The campaign grew from 20 countries to over 70 countries, positively impacting its brand loyalty (Lawrence et al, 2018).…”

Section: Unilever-sustainable Living Plan As An Esg Case Studymentioning

confidence: 99%

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Environmental, Social, and Governance (ESG) Investing: Doing Good to Do Well

Krishnamoorthy¹

2021

JSS

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The COVID-19 crisis has been a litmus test for old-style shareholder capitalism. As the world emerges from the tyranny of the virus, new standards of organizational behaviors will be expected: one where humankind demands that organizations fulfill a broader purpose and has at its center enhancing societal value and contribution. The environmental, social and governance (ESG) factors of the organizations now become important yardsticks of measuring a resilient organization, and therefore, a sustainable society. Gone are the days when what was good for business, was good for the society. A new frame is evolving which inverses the proposition, i.e., what is good for the society is good for business. ESG is that new frame. The article explores this paradigm shift in thinking. It explores academic literature on the evolution of ESG investing, illustrating its application in one organization as a case study Unilever and then addressing important ways of measuring ESG. The article concludes with challenges that ESG faces today and in moving forward. Overall, the objective of the article is to provide a short synthesis of the evolution of ESG as an important new organizational success measure demanded by the society, particularly due to experience of the pandemic and related crises during 2020.

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“…Some researchers consider that SSI can be used to measure the performance in a state of overall well-being [ 15 ], and that KPIs should mainly contribute to improvement of the people’s life [ 16 ].…”

Section: Literature Review and Premises Of Researchmentioning

confidence: 99%

The Managerial Implications of the Key Performance Indicators in Healthcare Sector: A Cluster Analysis

Burlea‐Schiopoiu

Ferhati²

2020

Healthcare

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The aim of the paper is to identify a set of the key performance indicators (KPIs) in order to provide managers and employees from the healthcare system with recommendations for evaluating, monitoring, and controlling the critical factors that influence the performance of the healthcare sector in Algeria during a pandemic crisis. During February–August 2020, a cross-sectional survey design was administrated to medical employees from hospitals situated in the northeastern part of Algeria. Our findings proved that the four groups of KPIs correlate to each other, and during this period, the triple relationship among human factor-technology-medication plays a decisive role in reducing the pressure on the medical system and overcoming the crisis. In order to increase the efficiency of the decision-making process, a hierarchy of KPIs is recommended in terms of their impact on the performance of medical staff. The practical importance of our research consists in ranking KPIs on four clusters that support managers to focus on both the human factor (clinical errors, infection rate, and medication errors) and the technical elements of maximum importance (laboratory test time, location of the facility, and sufficient air).

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Sustainability as Opportunity: Unilever’s Sustainable Living Plan

Cited by 21 publications

References 0 publications

Reflections on the 2018 Decade Award: The Meaning and Dynamics of Corporate Social Responsibility

Reflections on the 2018 Decade Award: The Meaning and Dynamics of Corporate Social Responsibility

Environmental, Social, and Governance (ESG) Investing: Doing Good to Do Well

The Managerial Implications of the Key Performance Indicators in Healthcare Sector: A Cluster Analysis

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