A new study shows that the more pressure consumers, shareholders, regulators and other stakeholders apply to companies to reduce greenhouse gas emissions, the more companies integrate environmental considerations into their strategic planning, which leads to significant, positive results.
The inspiring phrase of “doing well by doing good” oversimplifies the connection between corporate social responsibility and corporate financial performance, according to new research that uncover the conditions that can weaken and even destroy the path from CSR to CFP.
Faced with a new competitor with a new business model, incumbents can respond with different strategies based on sharing (co-deployment) or moving (re-deployment) their resources.
The corporate world has embraced sustainability, but without challenging the basic rules of competition and economic success. Hybrid companies that blur the lines between business and societal/environmental missions prove that these rules can, and should, be challenged.
The first phase of a major project on sustainable manufacturing, a food-and-drink industry giant and a UK university sponsored a roundtable discussion on sustainable manufacturing by 24 manufacturing experts from industry, government and academia. The roundtable yielded six major themes — People, Big Data, Technology, Collaboration, Value and Resilience — that describe the key areas on which manufacturers must focus to build a sustainable future.
A collaborative research project on sustainable manufacturing between a food and drink giant and a university uncovers five pathways to sustainable manufacturing in 2050 that leverage technology and collaboration to build environmentally conscious supply chains that support — and involve — society.
People are more open to messages that fit their motivational impulses, such as the tendency to avoid risk or the desire to achieve stretch goals. New research reveals that this rule of thumb does not apply to times of crises, when, no matter your usual motivational tendencies, positive goal-oriented messages prevail.
A new study shows that collaborating with suppliers, rather than just monitoring them, is more effective in ensuring that they are engaging in green and sustainable practices. Internal non-coercive drivers (for example, pressure from top management rather than government regulators) encourage buyer/supplier collaboration.
Social movements change society’s expectations of a company, as well as influence the thinking and values of individuals in that company. Under ideological pressure from diverse categories of external and internal stakeholders, the company responds with a corporate social responsibility agenda.
Can having a daughter impact the decisions of a CEO? The answer is yes, according to new research that compared corporate social responsibility scores of companies whose CEOs had daughters to companies whose CEOs were childless — or only had sons.
Superior management quality practices, in areas such as monitoring employee performance, updating operations, setting targets and establishing incentives, will impact the extent of a company’s corporate social responsible practices — notably in issues related to stakeholder concerns, such as diversity, environmental performance and employee relations.
Demand is increasing for the mining industry, but so are costs and challenges — including increasing intolerance for the negative impact of mining activities on the environment and on local communities and indigenous people. The result: currently $24 billion in industry losses due to delays and resistance. A new initiative, involving all stakeholders impacted by mining operations and led by one of the giants of the industry, offers a roadmap for a collaborative, long-term sustainable approach to mining.
Climate change is real and major companies are already developing and implementing detailed strategies to reduce their impact on the environment, reduce their vulnerability to the extreme weather caused by climate change, and anticipate or even lead climate change-related market developments, including significant public policy changes now on the horizon.
CSR and sustainable development are now widely seen as core parts of business. This does not, however, mean they’re always treated as core parts of business strategy. The management control systems big companies use to design, implement and monitor CSR sometimes suggest a ‘reactive’ rather than a ‘proactive’ approach from leaders.
Private investment in renewable energy technologies is increasing but remains below the level required to meet greenhouse gas emission reduction targets. Solving the problem could depend on a new approach from policy makers. Recently published research on the European market sheds new light on the ‘drivers’ of investment decisions — and suggests that financial factors and government subsidies are not the only drivers.
Corporate social entrepreneurship initiatives, usually the work of intrapreneurs (entrepreneurial executives within the corporation) keen to solve social problems, have important macro- and micro-economic implications. They create value for people who are not current stakeholders - and they create opportunities to innovate and diversify. There are, however, barriers to their development. A model that counters the conventional logic of the organization and puts financial sustainability before growth could be the solution.
Recent research and management thinking often stresses that diversity, especially gender diversity, is a critical factor in improving the quality of a company’s leadership and decision-making. But could it also impact the overall financial, environmental, and social impact of an organization as well?
How can leaders create the right corporate culture to confront the myriad levels of complexity in today’s turbulent business environment?
The emerging concept of ‘coaching by values’ (CBV) provides a flexible framework to help them reengineer their organization’s corporate culture and create positive outcomes for all stakeholders.
Using Marks & Spencer as an example, there are certain practices other organizations can similarly apply to improve focus on corporate responsibility and sustainability. The UK retailer has made a number of successful moves towards embedding social and environmental awareness and practices into its everyday strategic vision. In this Idea, these are analyzed and discussed, offering companies tips they can similarly apply.
Engaging employees with sustainability issues can play an important role in the creation of both social and commercial value. Forward-thinking companies are embracing sustainability programs driven from the top down and bottom up, to gain a number of additional benefits interlinked with increased employee engagement and performance.
Corporate Social Responsibility initiatives have overcome the stigma of being a distraction; something to be suffered. Smart companies now recognise CSR as an opportunity to significantly strengthen their businesses – while building and renewing human, social and natural wealth. Finding the right partner is absolutely critical to the success of a CSR strategy; and there are steps that can be taken to ensure a partnership co-creates value for both business and society.
Are human sustainability policies any less vital for a 21st Century organization than environmental ones? While the surface effects may not be so obvious, the impact on society can be huge. As pace-setting companies and cultures re-optimise toward ‘higher order fundamentals’ like human prosperity; well-being, happiness, satisfaction – employee health becomes a crucial conversation to have.
