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Leading the sustainable organization at Vail Resorts

Leading the sustainable organization at Vail Resorts Purpose – This paper aims to assess Vail Resorts’ sustainability activities by applying a well-substantiated framework titled the “Leading the Sustainable Organization” (LSO) model in order to systematically explore their efforts. Anecdotally the sustainability activities and accomplishments of Vail Resorts appear comprehensive and impressive. Corporate sustainability is a complex, multi-functional endeavor, yet guidance on the issue has tended to be single level, single stage and single disciplinary. Our multi-level assessment of Vail Resorts’ sustainability activities, including the stakeholder and financial impacts, develops a deeper understanding of sustainability and the effect it can have on profitability and value of a company. Design/methodology/approach – Vail Resorts’ sustainability activities were assessed by applying a well-substantiated framework titled the “Leading the Sustainable Organization” (LSO) model. Findings – The in-role and extra-role sustainability performance of employees at Vail Resorts demonstrates their engagement with the company’s sustainability efforts. Beyond employee sustainability performance, the company-level sustainability performance of Vail Resorts exhibits the payoff of the company’s sustainability efforts. Research limitations/implications – The LSO model was applied to only one organization. Future application to multiple firms would provide a broader assessment of the state of sustainability in organizations of various sizes and across industries. Practical implications – By examining their sustainability activities through the lens of the LSO model, Vail Resorts provides a rich example of best practices relating to a company’s pursuit of sustainability efforts and their expected benefits. Vail Resorts’ wide-ranging sustainability actions, combined with the LSO model, provide managers with a well-defined road map to lead their own sustainable organization. Vail Resorts’ implementation of the various components of the LSO model, and the results achieved, demonstrate that “sustainability is not just doing good, it is also good business.” Originality/value – Applying the LSO model offers both practicing managers and researchers alike a well-substantiated framework to assess organizational sustainability efforts, in order to identify areas of organizational sustainability strength as well as areas needing improvement. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Business Strategy Emerald Publishing

Leading the sustainable organization at Vail Resorts

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References (13)

Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
0275-6668
DOI
10.1108/JBS-02-2014-0008
Publisher site
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Abstract

Purpose – This paper aims to assess Vail Resorts’ sustainability activities by applying a well-substantiated framework titled the “Leading the Sustainable Organization” (LSO) model in order to systematically explore their efforts. Anecdotally the sustainability activities and accomplishments of Vail Resorts appear comprehensive and impressive. Corporate sustainability is a complex, multi-functional endeavor, yet guidance on the issue has tended to be single level, single stage and single disciplinary. Our multi-level assessment of Vail Resorts’ sustainability activities, including the stakeholder and financial impacts, develops a deeper understanding of sustainability and the effect it can have on profitability and value of a company. Design/methodology/approach – Vail Resorts’ sustainability activities were assessed by applying a well-substantiated framework titled the “Leading the Sustainable Organization” (LSO) model. Findings – The in-role and extra-role sustainability performance of employees at Vail Resorts demonstrates their engagement with the company’s sustainability efforts. Beyond employee sustainability performance, the company-level sustainability performance of Vail Resorts exhibits the payoff of the company’s sustainability efforts. Research limitations/implications – The LSO model was applied to only one organization. Future application to multiple firms would provide a broader assessment of the state of sustainability in organizations of various sizes and across industries. Practical implications – By examining their sustainability activities through the lens of the LSO model, Vail Resorts provides a rich example of best practices relating to a company’s pursuit of sustainability efforts and their expected benefits. Vail Resorts’ wide-ranging sustainability actions, combined with the LSO model, provide managers with a well-defined road map to lead their own sustainable organization. Vail Resorts’ implementation of the various components of the LSO model, and the results achieved, demonstrate that “sustainability is not just doing good, it is also good business.” Originality/value – Applying the LSO model offers both practicing managers and researchers alike a well-substantiated framework to assess organizational sustainability efforts, in order to identify areas of organizational sustainability strength as well as areas needing improvement.

Journal

Journal of Business Strategy – Emerald Publishing

Published: Nov 17, 2014

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