Get 20M+ Full-Text Papers For Less Than $1.50/day. Start a 14-Day Trial for You or Your Team.

Learn More →

Sustainability: the missing ingredient in strategy

Sustainability: the missing ingredient in strategy Purpose – This paper explores ways in which different dimensions of sustainability can be addressed at the strategic level within organizations. Design/methodology/approach – Building upon previous research, the authors provide a conceptual overview before developing a framework that outlines how sustainability can be addressed during the strategic decision‐making process and as part of the organization's corporate, business and functional level strategies. Findings – Research has demonstrated that many managers do not understand how to make their organizations more sustainable, even though they recognize the benefits of doing so. The framework developed in this paper suggests a way for managers to integrate sustainability into strategy. It focuses on the strategic decision‐making process, including the cognitive characteristics of strategic decision‐makers and the strategy content at the corporate, business and functional levels. The authors also address the role of organizational culture and vision in supporting sustainable strategies. The framework is illustrated by case examples of BHP Billiton, Loving Earth, the Australian Wine Industry, and Migros. Practical implications – The framework can be used by managers and scholars to assess the degree to which organizations have strategically addressed sustainability and to identify opportunities for further improvements. Originality/value – The value of this paper lies in the treatment of sustainability as a strategic, as opposed to an operational, issue. By adopting a strategic approach to sustainability, organizations are more likely to include economic, environmental and social considerations in all aspects of business on an ongoing basis. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Business Strategy Emerald Publishing

Sustainability: the missing ingredient in strategy

Ingrid Bonn; Josie Fisher
Journal of Business Strategy , Volume 32 (1): 10 – Jan 4, 2011
Download PDF
10 pages

Loading next page...
 
/lp/emerald-publishing/sustainability-the-missing-ingredient-in-strategy-z8kd30u0Wh

References (45)

Publisher
Emerald Publishing
Copyright
Copyright © 2011 Emerald Group Publishing Limited. All rights reserved.
ISSN
0275-6668
DOI
10.1108/02756661111100274
Publisher site
See Article on Publisher Site

Abstract

Purpose – This paper explores ways in which different dimensions of sustainability can be addressed at the strategic level within organizations. Design/methodology/approach – Building upon previous research, the authors provide a conceptual overview before developing a framework that outlines how sustainability can be addressed during the strategic decision‐making process and as part of the organization's corporate, business and functional level strategies. Findings – Research has demonstrated that many managers do not understand how to make their organizations more sustainable, even though they recognize the benefits of doing so. The framework developed in this paper suggests a way for managers to integrate sustainability into strategy. It focuses on the strategic decision‐making process, including the cognitive characteristics of strategic decision‐makers and the strategy content at the corporate, business and functional levels. The authors also address the role of organizational culture and vision in supporting sustainable strategies. The framework is illustrated by case examples of BHP Billiton, Loving Earth, the Australian Wine Industry, and Migros. Practical implications – The framework can be used by managers and scholars to assess the degree to which organizations have strategically addressed sustainability and to identify opportunities for further improvements. Originality/value – The value of this paper lies in the treatment of sustainability as a strategic, as opposed to an operational, issue. By adopting a strategic approach to sustainability, organizations are more likely to include economic, environmental and social considerations in all aspects of business on an ongoing basis.

Journal

Journal of Business Strategy – Emerald Publishing

Published: Jan 4, 2011

Keywords: Sustainable development; Decision making; Corporate strategy; Management strategy

There are no references for this article.