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How BMW successfully practices sustainable leadership principles

How BMW successfully practices sustainable leadership principles Purpose – This BMW case aims to show how many of the company's practices that accord with principles espoused in the authors' sustainable leadership model contributed to its recovery after the global financial crisis (GFC). Design/methodology/approach – This case illustrates how BMW institutes the 23 honeybee leadership principles and practices described in the authors' 2011 article “Sustainable leadership: practices for enhancing business resilience and performance” in Strategy & Leadership . Findings – The examples provide a glimpse into the honeybee practices that enabled one firm to emerge successfully from the GFC. Regarding the five performance outcomes on the sustainable leadership pyramid, BMW clearly exceeded expectations in 2010 on financial returns and shareholder value. Practical implications – Clearly BMW provides long‐term value for all its stakeholders – suppliers, shareholders, employees and customers – as is expected of a sustainable enterprise. BMW's business model, innovative approach to problem‐solving and adherence to sustainable leadership practices underpin a capacity to survive crises such as the GFC. Originality/value – This is a rare case study of corporate‐wide sustainability practices and principles in operation. Informed by the examples of best practices at BMW, managers at other companies can envision how honeybee management might be implemented at their firm. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Strategy & Leadership Emerald Publishing

How BMW successfully practices sustainable leadership principles

Strategy & Leadership , Volume 39 (6): 8 – Nov 8, 2011

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Publisher
Emerald Publishing
Copyright
Copyright © 2011 Emerald Group Publishing Limited. All rights reserved.
ISSN
1087-8572
DOI
10.1108/10878571111176583
Publisher site
See Article on Publisher Site

Abstract

Purpose – This BMW case aims to show how many of the company's practices that accord with principles espoused in the authors' sustainable leadership model contributed to its recovery after the global financial crisis (GFC). Design/methodology/approach – This case illustrates how BMW institutes the 23 honeybee leadership principles and practices described in the authors' 2011 article “Sustainable leadership: practices for enhancing business resilience and performance” in Strategy & Leadership . Findings – The examples provide a glimpse into the honeybee practices that enabled one firm to emerge successfully from the GFC. Regarding the five performance outcomes on the sustainable leadership pyramid, BMW clearly exceeded expectations in 2010 on financial returns and shareholder value. Practical implications – Clearly BMW provides long‐term value for all its stakeholders – suppliers, shareholders, employees and customers – as is expected of a sustainable enterprise. BMW's business model, innovative approach to problem‐solving and adherence to sustainable leadership practices underpin a capacity to survive crises such as the GFC. Originality/value – This is a rare case study of corporate‐wide sustainability practices and principles in operation. Informed by the examples of best practices at BMW, managers at other companies can envision how honeybee management might be implemented at their firm.

Journal

Strategy & LeadershipEmerald Publishing

Published: Nov 8, 2011

Keywords: Sustainable leadership model; “Honeybee” leadership; Business model; Environmental protection policy; Business ethics; Ethical behavior; Continuous improvement initiatives; Automotive industry

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