The challenge of integrating sustainability into talent and organization strategies: investing in the knowledge, skills and attitudes to achieve high performance

Lacy, Peter; Arnott, James; Lowitt, Eric

doi:10.1108/14720700910985025

Cited by 55 publications

(51 citation statements)

References 8 publications

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“…However, despite the tangible benefits resulting from the adoption of sustainable practices, many restaurants continue to encounter resistance, mainly due to the inability of business managers to effectively link sustainability to business [27], for example, by motivating workers, who, whether properly involved, proactively identify, communicate, and pursue opportunities to execute the strategy [28][29][30].…”

Section: The Rise Of Sustainability In the Business Context And In Thmentioning

confidence: 99%

Extended Theory of Planned Behavior (ETPB): Investigating Customers’ Perception of Restaurants’ Sustainability by Testing a Structural Equation Model

et al. 2018

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In the modern competitive scenario, all companies seek to understand how to achieve success. One of the keys to conquer/maintain market shares is sustainability, which is a hot topic of numerous studies that have focused on its use as a solution to obtain social, environmental, economic, and cultural benefits. To this end, the present work aims to identify the variables able to guide consumers towards the choice of sustainable restaurants through the conceptual extension of a theoretical model known in literature as Theory of Planned Behavior (TPB). The authors propose an Extended Theory of Planned Behavior (ETPB), consisting of seven variables: attitude; subjective norm; perceived behavioral control; perceived usefulness; curiosity; behavioral intention; and behavior. The authors used a quantitative approach based on the test of a Structural Equation Model (SEM). Overall, 1023 questionnaires were analyzed. The results of the analysis provided empirical evidence for the hypotheses formulated suggesting that attitude, subjective norm, perceived behavioral control, perceived usefulness, and curiosity affected the consumers’ behavioral intention to prefer sustainable restaurants and that behavioral intention affected their actual behavior. Based on what emerged from the analysis, the work could be understood as a useful tool for scholars and practitioners, suggesting interesting theoretical and managerial implications. In fact, on the one hand, it contributes to the enrichment of scientific literature related to the factors triggering human choices, and, on the other, it helps maximize the success of the restaurants by highlighting the levers to be actioned to improve business performances. However, the paper presents a main limit, linkable to the fact that, whilst the use of questionnaires represents an advantage in terms of sample size, on the other hand, it does not allow us to go deeper in understanding the reasons why people prefer restaurants that adopt sustainable practices.

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Section: The Rise Of Sustainability In the Business Context And In Thmentioning

confidence: 99%

Extended Theory of Planned Behavior (ETPB): Investigating Customers’ Perception of Restaurants’ Sustainability by Testing a Structural Equation Model

et al. 2018

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“…Rewards shape behavior and often yield immediate and long-term effects (Fernald and Fernald, 1999;Lawler, 2003;Hunt and Jennings, 1997). Implementing performance management systems that link the achievement of sustainability goals with rewards provides powerful reinforcement of a firm's sustainability values, goals and strategy (Lacy et al, 2009;Morsing and Oswald, 2009;Porter and Kramer, 2006;Rok, 2009). …”

Section: Reinforcement and Rewardmentioning

confidence: 99%

Is your sustainability strategy sustainable? Creating a culture of sustainability

Galpin

Whitttington

Bell

2015

Corporate Governance

261

177

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Purpose -The purpose of this article is to present a multidisciplinary model that can be used as both a road map for practicing managers to create a sustainability focused culture within their own organizations, and as a guide for future research into the relationship between organizational culture and sustainability. Design/methodology/approach -A narrative synthesis approach is used to integrate extant empirical and practitioner literature spanning various disciplines to build a comprehensive model, including key propositions, to assist both practitioners and researchers alike. Case examples illustrating each component of the model in practice and implications for future research based on the key tenets of the model are also provided. Findings -Building an organizational infrastructure that fosters a culture of sustainability results in positive employee-and organizational-level sustainability performance.Research limitations/implications -The model presented is an important advancement in the sustainability literature. It is applicable to various sustainability efforts, and it may be applied regardless of the industry or the size of the companies undertaking sustainability initiatives. The model provides a framework to guide research into the relationship between organizational culture and sustainability. Future research should focus on the relationship between the different organizational factors identified in the model, organizational culture and sustainability performance. Practical implications -The multidisciplinary model presented can be used as a road map for practicing managers to create a sustainability focused culture within their own organizations. Originality/value -A gap exists in both the empirical and practitioner literature regarding the development and assessment of the organizational factors that foster a culture of sustainability. Moreover, no clear model exists with the expressed purpose of helping leaders create such a culture, while providing a framework to guide research into the relationship between organizational culture and sustainability. In this paper, a comprehensive model, including key propositions, to assist both practitioners and researchers alike is presented. Case examples illustrating each component of the model in practice and implications for future research based on the key tenets of the model are also provided.

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“…The support and affirmation from the CEO provide continuous psychological strength for team innovation and then strengthens the intrinsic motivation of employees' innovation, which makes them more resilient and creative [49]. Finally, as a good "scholar" and "listener", the humble CEO continuously improves the trust, identification and loyalty of subordinates to leaders and improves the rationality of entrepreneurial decisions by drawing on wisdom resources from different aspects, which provides the lever of sustainable development [50]. At the same time, humble leaders also encourage team members to mutually provide and listen to feedback and further promote the exchange and sharing of knowledge within the team, which will help generate new ideas in the process of team interaction and then promote entrepreneurial sustainable development performance.…”

Section: Ceo Humility Leadership Behavior and Start-up Enterprise's Pmentioning

confidence: 99%

Can CEO’s Humble Leadership Behavior Really Improve Enterprise Performance and Sustainability? A Case Study of Chinese Start-Up Companies

Ren

Zhou

et al. 2020

Sustainability

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The relationship between the leadership behavior of a chief executive officer (CEO) and start-up enterprise performance is key to effecting the survival and development of start-ups in the era of the internet economy. Currently, most studies on this topic focus more on the role of leadership effectiveness but rarely explore the CEO’s humility in leadership and the mechanism of its behavior affecting enterprise performance and its sustainable development. Based on leadership theory and upper-echelon theory, we build a research model of CEO’s humble leadership behavior, top management team’s (TMT’s) transactive memory system, and start-up enterprise performance, as well as the moderating roles exerted by strategic flexibility. Further, to validate the hypothesis, 400 valid questionnaires are obtained. Based on those data, the empirical results show humility, as a virtue, not only can significantly and positively improve start-up firm performance but also can promote the firm’s sustainable development in the long run by providing a trustworthiness climate for TMT members. Moreover, TMT’s transactive memory systems play a partial mediating role in the relationship between CEO’s humble leadership behavior and start-up enterprise performance. Meanwhile, strategic flexibility significantly and positively moderates the relationship between CEO’s humble leadership behavior and startup entrepreneurial performance. Finally, the theoretical and practical implications are discussed, and directions for future research are proposed.

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The challenge of integrating sustainability into talent and organization strategies: investing in the knowledge, skills and attitudes to achieve high performance

Cited by 55 publications

References 8 publications

Extended Theory of Planned Behavior (ETPB): Investigating Customers’ Perception of Restaurants’ Sustainability by Testing a Structural Equation Model

Extended Theory of Planned Behavior (ETPB): Investigating Customers’ Perception of Restaurants’ Sustainability by Testing a Structural Equation Model

Is your sustainability strategy sustainable? Creating a culture of sustainability

Can CEO’s Humble Leadership Behavior Really Improve Enterprise Performance and Sustainability? A Case Study of Chinese Start-Up Companies

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