Triple Bottom Line: The Pillars of CSR

Księżak, Paulina; Fischbach, Barbara

doi:10.12775/jcrl.2017.018

Cited by 50 publications

(37 citation statements)

References 14 publications

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“…Sustainability and sustainable development have become a central issue for companies, regardless of their size or industry [46]. Companies are called to seek a balance between economic, social and environmental benefits [47], an objective which is well illustrateted with the call for the triple P (people, profit and planet) bottom line, which defines sustainability as the intersection of environmental, social and economic value [48,49]. Environmental value can be achieved through the use of renewable resources and the reduction in waste and emissions [50]; the social value derives from the social development and the well-being generated by the organization [51]; while the economic value commonly is seen in terms of survival, growth or long-term performance of the firm.…”

Section: Sustainabilitymentioning

confidence: 99%

Thriving, Not Just Surviving in Changing Times: How Sustainability, Agility and Digitalization Intertwine with Organizational Resilience

et al. 2021

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Nowadays, the buzzwords for organizations to be prepared for the competitive environment’s challenges are sustainability, digitalization, resilience and agility. However, despite the fact that these concepts have come into common use at the level of both scholars and practitioners, the nature of the relation between sustainability and resilience has not yet been sufficiently clarified. Above all, there is still no evidence of what factors determine greater resilience to change in an organization that also wants to be more sustainable, especially in times of crisis and discontinuity. This research aims to explore from a theoretical point of view, through the construction of a conceptual model, how these dimensions interact to help the business to become strategically resilient by leveraging digitization and agility as enablers. A new view of resilience arises from the study, which goes beyond the well-known ability to absorb or adapt to adversity, to also include a strategic attribute that could help companies capture change-related opportunities to design new ways of doing business under stress. A key set of strategically agile processes, enabled by digitalization, creates strategic resilience that also includes a proactive, opportunity-focused attitude in the face of change. Strategic resilience to lead to organizational sustainability must be understood as a multi-domain concept quite similar to the holistic view of sustainability: environment, economy and society. Finally, the research offers a set of propositions and a theoretical framework that can be empirically validated.

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Section: Sustainabilitymentioning

confidence: 99%

Thriving, Not Just Surviving in Changing Times: How Sustainability, Agility and Digitalization Intertwine with Organizational Resilience

et al. 2021

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“…Social performance being how a firm interacts with and its impact on the social environment (Alhammadi, 2018). In this context, the organization is considered to have three primary responsibilities: people, planet and profit (Księżak and Fischbach, 2018) and specifically, responsibility for employees, the environment and aspects of economic stability (Alhammadi, 2018).…”

Section: The Concept Of Corporate Social Responsibilitymentioning

confidence: 99%

Towards sustainability in hospitality operations: how is quality of life and work–life balance related?

Aguilar

Zang

Fushimi

2022

WHATT

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PurposeThe purpose of this study is to examine how quality-of-life (QoL) provisions can be integrated with the corporate social responsibility (CSR) initiatives of hospitality firms and the influence of CSR initiatives on quality of working life (QWL) and the circular economy.Design/methodology/approachThe article outlines the core characteristics of CSR and QoL and how they relate to hospitality industry settings. These theoretical underpinnings are then used to examine the practices of Hoshino Resort Tomamu, Japan and the findings of several similar case study applications: the Hoshino Resort group, Intercontinental Jordan; Sheraton Amman Al Nabil hotel and towers and Hotel Casa de Palmela.FindingsSustainability has become the primary agenda for many nations globally and the hospitality industry can significantly impact sustainability outcomes. Among the strategies that have been used by firms to promote sustainability is CSR. However, prior studies have primarily focused on CSR activities in manufacturing and production and often on external stakeholders. Recent research reveals the importance of internal stakeholders – employees – in promoting sustainability.Originality/valueComparatively little has been published about the deployment of CSR initiatives in hospitality settings – especially in relation to the impact that these initiatives have on thinking about quality of work life, quality of life and the circular economy. This article explores the linkages with reference to hotel and resort company applications.

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“…Pengembangan pemetakan model bisnis dengan pendekatan Business Model Canvas diperluas menjadi Triple Layered Business Model Canvas (TLBMC). Triple Layered Business Model Canvas mengadopsi pendekatan triple bottom line guna menganalisa keberlanjutan dari sebuah usaha organisasi, dimana secara langsung mengintegrasikan penciptaan tiga nilai untuk model bisnis pada usaha tertentu (Ksiezak & Fischbach, 2017). Triple Layered Business Model Canvas diperluas dengan mengembangkan perspektif yang lebih kuat dan memiliki potensi untuk mendukung mencari cara atau strategi inovasi kreatif menuju usaha secara berkelanjutan.…”

Section: Pendahuluanunclassified

Analisis Pengembangan Kombucha Cascara Pada Ud. Matt Coffee Dengan Pendekatan Triple Layered Business Model Canvas

Anggraeni¹,

Wibowo²

2021

Jurnal Sosial Ekonomi Pertanian

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Kombucha cascara is a cascara innovation product at UD Matt Coffee was produced starting in 2018 as a new product, so a sustainable business model is needed. The objectivers of this study are to (1) make kombucha cascara business mapping at UD Matt Coffee with TLBMC approach and (2) determine the decision making on TLBMC kombucha cascara elements using Plus Minus Implication Analysis (PMIA) method. The method of determining research area using purposive method at UD Matt Coffee in Sukorejo Village, Sumber Wringin District, Bondowoso Regency. The method of determining the sample used was purposive sampling based on the specified criteria. The data analysis used was TLBMC and PMIA. The result showed that (1) The mapping business model of the kombucha cascara at UD Matt Coffee with TLBMC approach can be described as a whole in three integrated layers, such as economic layer, environmental layer, and social layer. (2) Decision making on TLBMC kombucha cascara elements using the PMIA method gives a total PMIA score in sequence started from higher to the lowes score, such as environmental layer +41, economic layer +38, and social layer +37, shows that UD Matt Coffee’s current decision making in development of kombucha cascara is appropriate and feasible to continue because it has paid attention to all elements in the economic, enviromental, and social layers which is sustainability oriented.

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Triple Bottom Line: The Pillars of CSR

Cited by 50 publications

References 14 publications

Thriving, Not Just Surviving in Changing Times: How Sustainability, Agility and Digitalization Intertwine with Organizational Resilience

Thriving, Not Just Surviving in Changing Times: How Sustainability, Agility and Digitalization Intertwine with Organizational Resilience

Towards sustainability in hospitality operations: how is quality of life and work–life balance related?

Analisis Pengembangan Kombucha Cascara Pada Ud. Matt Coffee Dengan Pendekatan Triple Layered Business Model Canvas

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