The UN Global Compact-Accenture CEO Study on Sustainability 2013

Hayward, Rob; Lee, Jennifer; Keeble, Justin; McNamara, Robert S.; Hall, Carrie M.; Cruse, Sean; Gupta, Pranshu; Robinson, E. L.

doi:10.5848/ungc.5720.2014.0015

Cited by 67 publications

(32 citation statements)

References 2 publications

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“…Indeed, according to a corporate survey published in The Economist, again authored by The Economist 's Intelligence Unit (), “87% of respondents agree that sustainability will become more important over the next three years” (p. 2). Hayward et al () referred to this as the difference between ambition and execution, and acknowledged that the recent world economic recession has had a dampening effect on company sustainability plans.…”

Section: Increasing Efforts To Build Greater Sustainability In Supplymentioning

confidence: 99%

“…The challenge that companies face integrating sustainability fully was emphasized in the UN Global Compact–Accenture's 2013 corporate survey, where the difficulty of implementing sustainability throughout a company's supply chains was considered to be one of the top four barriers to full integration of sustainability (Hayward et al, )…”

Section: Increasing Efforts To Build Greater Sustainability In Supplymentioning

confidence: 99%

“…A company's supply chain is integral to its business operations, planning, risk management, and profit level. Disruptions in a supply chain due to plant closures, shutdowns, quality issues, or shortage of key resources can significantly disrupt a company's production cycle, product sales, and employment level (Accenture, ; Hayward et al, ).…”

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confidence: 99%

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Building Greater Sustainability in Supply Chains

Kashmanian

Moore

2014

Environmental Quality Mgmt

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Section: Increasing Efforts To Build Greater Sustainability In Supplymentioning

confidence: 99%

Section: Increasing Efforts To Build Greater Sustainability In Supplymentioning

confidence: 99%

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Building Greater Sustainability in Supply Chains

Kashmanian

Moore

2014

Environmental Quality Mgmt

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“…For instance, more than 800 executives discovered that supply chain management was the main barrier to the improvement of cooperate sustainability [11]. More emphasis has now been put on this domain, which resulted in practical and theoretical development of green supply chain management (GSCM), such as empirical studies, case analysis theory and mathematical and analytical modeling [12].…”

Section: Introductionmentioning

confidence: 99%

Green Suppliers Evaluation by Fuzzy Clustering and TOPSIS Suppliers

Zhang¹

2017

Proceedings of the 7th International Conference on Computer Engineering and Networks — PoS(CENet2017)

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According to the concept of green supply chain, in this paper, we introduce a multi-method multiple criteria approach to develope more appropriate green supplier programs and practices. In reality, investigation into this field of study has just begun. We propose a combination of new fuzzy clustering means (FCM) better than the traditional clustering method and technique for order of preference by similarity to ideal solution (TOPSIS) approaches for different suppliers' performance evaluation and their relationship with business, organizational attributes and performance outcomes, identifying a sets of guidelines that help make investment more judicious and efficient. Practical research implications of this work are shown in detail in the paper. Although the intention of methodology results from sustainability concerns, this method can also be applied in other areas where making decisions is based on a large sets of data.

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“…For example, the Accenture survey (2013), in combination with the UN Global Compact conducted a global business survey of chief executive officers (CEOs) and found that 93% of 1,000 international CEOs stated that sustainability is important or is very important for their companies' future success (Hayward et al 2013). Further, 63% of CEOs expect sustainability to transform their industry within 5 years and 76% believe that embedding sustainability into their core business will drive revenue growth and will present new opportunities.…”

Section: Introductionmentioning

confidence: 99%

Cultural relevance in corporate sustainability management: a comparison between Korea and Japan

Lee

Herold

2016

AJSSR

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Despite the increasing global popularity of corporate sustainability, a nation's culture and its effects on activities relating to corporate sustainability are little understood. From the perspective of cultural relevance, this paper investigates the similarities and differences between Korea and Japan in their practices of corporate sustainability. Using questionnaire survey data, we examine the usefulness and applicability of Hofstede's cultural values (power distance, individualism, uncertainty avoidance, masculinity and long-term orientation) to corporate sustainability management in the context of Korea and Japan. We find that Hofstede's cultural values are partially useful and applicable in explaining corporate sustainability practices. From the aspect of the integration of corporate sustainability practices, Hofstede's cultural value model was applicable, but it was not applicable in explaining cultural differences. This study is the first attempt to examine the cultural relevance of Hofstede's model in corporate sustainability management practices in a study comparing Korea and Japan. A new theoretical foundation and insights into national culture and its effect on corporate sustainability management provide a basis for further studies.

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The UN Global Compact-Accenture CEO Study on Sustainability 2013

Cited by 67 publications

References 2 publications

Building Greater Sustainability in Supply Chains

Building Greater Sustainability in Supply Chains

Green Suppliers Evaluation by Fuzzy Clustering and TOPSIS Suppliers

Cultural relevance in corporate sustainability management: a comparison between Korea and Japan

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