Competitive Strategies Their Relevance for Sustainable Development in the Food Industry

Peters, Malte L.; Zelewski, Stephan

doi:10.5539/jms.v3n3p148

Cited by 7 publications

(4 citation statements)

References 55 publications

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“…2.1.3.1 Creation of value and competitive advantages. In prioritising this level of intervention, companies incorporate sustainability fundamentally in terms of strategic management, particularly taking into account its contribution towards the creation of competitive advantages (Stead and Stead, 2013;Peters and Zelewski, 2013;Ganescu, 2012). Within this scope, the benchmark reference work comes from Michael Porter with Claas van der Linde that approaches the relationships between the surrounding environment and competitiveness van der Linde, 1995a, 1995b) and with Mark Kramer, in terms of the relationships ongoing between companies and societies Kramer, 2002, 2006).…”

Section: Strategic Focusmentioning

confidence: 99%

The adoption of sustainable development goals by large Portuguese companies

Santos

Bastos

2020

SRJ

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Purpose Two years on from the launch of the United Nations 2030 agenda, this study aims to approach just how and why large Portuguese companies are incorporating the sustainable development goals (SDGs) into their strategies. This sets out a theoretical framework for priority levels of management and the key rationales and motivations towards the adoption of the SDGs by companies within the scope of identifying logical and mutual connections. Design/methodology/approach The proposed theoretical framework applied an empirical, qualitative study approach, deploying content analysis of the semi-structured interviews carried out. Findings The results convey how the responding companies are using the different management models identified for integrating the SDGs, with the strategic and operational facets of greatest relevance. There are various key reasons put forward in justification of this involvement, in particular highlighting the understanding of the 2030 agenda as an ethical and social contract followed by concerns over managing stakeholders. The results demonstrate that these main motivations influence the management level at which the SGDs undergo integration, yet they do not determine the type of integration. Research limitations/implications The analysis of a limited number of companies and the fact that the semi-structured interviews were made with a single representative, which correspondingly reflects how the responses received convey the understandings, visions, values and responsibilities of these interlocutors. Originality/value This provides one of the first studies contributing towards understanding how and why businesses are aligning with the SDGs. At the conceptual level, this proposes a theoretical framework for analysing the underlying logics and the levels of integration into business management and how both can be interconnected. In practical terms, this clarifies how business management strategies may leverage the integration of the 2030 agenda as a mechanism for implementing corporate sustainability.

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Section: Strategic Focusmentioning

confidence: 99%

The adoption of sustainable development goals by large Portuguese companies

Santos

Bastos

2020

SRJ

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“…Finally, integration of corporate sustainability into strategic management will require increased investments (Paraschiv et al, 2012;Peters & Zelewski, 2013). The extent to which investments are channeled into sustainability will determine its success, especially at the initial stage.…”

Section: Appropriate Investmentsmentioning

confidence: 99%

Corporate Sustainability Management: A Shift from Green-Washing to Proactive Strategies

Davis¹,

Amanor²,

Mukalazi³

2020

theijbm

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Washing to Proactive Strategies 1. Introduction Sustainability has become a fundamental concept in strategic management practice. Over the decade, an increasing number of managers are voluntarily incorporating sustainability initiatives and practices into their strategy, business models, organizational processes and structures as they realize its importance for the survival of their companies in the face of fierce global competition (Eweje, 2011; Eccles, Ioannou & Serafeim, 2014). Sustainability practices have a considerable effect on a company's relationships with its stakeholders such as shareholders, customers, employees, and investors (Ioannou & Serafeim, 2015.To achieve long-term objectives of stakeholders, managers need to consider integrating corporate sustainability into their strategic decision-making processes including strategy formulation, implementation, and evaluation (Baumgartner, 2009; Bonn & Fisher, 2011; Hahn, 2013). Thus, a firm's commitment to achieve corporate sustainability requires a strategic approach that ensures that corporate sustainability becomes an integral part of the firm's strategy and processes. In other words, if a corporate sustainability strategy is to be successful, it must develop from and be embedded into the business vision and strategy. In addition to the efforts by NGOs, international organizations, and governments, some researchers have concluded that several organizations seemto be demonstrating a commitment to sustainable behavior; but characterized with rhetoric and green-washing (e.g., Ramus & Montiel, 2005). Among the reasons for such green-washing is the fact that, formulating and implementing sustainability strategies remain a challenge: since achieving sustainability is fundamentally different than implementing another strategy in the organization (Epstein, 2008). Further, either many managers are uninformed or lack a strategic approach of how to incorporate sustainability concepts into their business strategies and practices, or they rarely consider it in strategic management (Kiron et al., 2013; Hahn, 2013). In such cases, sustainability issues are pursued more coincidentally than with a clear, integrated strategy (Baumgartner & Ebner, 2010). Besides the green-washing, some managers have failed to develop any comprehensive sustainability strategy or any systematic way of managing their social and environmental impacts (Epstein, 2008). Following the increasing call on managers to make significant changes to more effectively manage the social, economic, and environmental impacts of their business activities (Epstein, 2008), there is the need for managers to shift from green-washing to proactively incorporate sustainability into the firm's strategic actions. This paper analyses previous studies on the drive for corporate suitability, how managers integrate sustainability practices into their business strategies and review factors that hinder the integration of sustainability into strategic management. Proactively integrating corporate sustainability into strategi...

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“…In order to integrate principles of sustainable development policies in business, retailers can adopt a series of actions aimed at knowing environmental impact of activities carried out, their effects on the behavior of supply chain members and consumer education (Coca et al, 2013). Quality leadership strategy must recommend companies to implement sustainable development (Peters & Zelewaki, 2013). Sustainable development is complex concept resulting in diversity of interpretations (Mustata et al, 2013).…”

Section: Corporate Sustainabilitymentioning

confidence: 99%

Business Sustainability: Efforts To Strengthen Sustainability Corporate In Industrial Estate

Sarjana¹,

Khayati²,

Warini³

et al. 2020

e-mabis: j.econ.manaj.bus

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Regional development and sustainable development can be done through strengthening various business units developed in certain industrial areas. Industrial estate development is expected to be able to refer to sustainable development by taking into account economic, social, ecological functions and complying with applicable regulations to improve business performance in manufacturing industry. The need for sustainable development in management of industrial estates, diversity of business units, and increasing distribution and management of value chains for business units need to be followed up more comprehensive. Integration of transportation, communication and trade networks in the form of modern logistics and supply chain management enables the production and distribution of global systems that can truly change the level of people's welfare. This research was conducted in three best industrial estates in Indonesia to be taken into consideration in development of 14 priority industrial estate outside the island of Java which has been declared by government. Corporate sustainability important to contribution in improving business performance in manufacturing industry, and will get optimal results if fully supported by diversification strategies, supply chain management and innovation strategies. This research is expected to contribute ideas especially related to business in industrial estates and urban development so that it can further increase understanding of the concepts studied through business performance and its impact on the company's sustainability in development of industrial estates.

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Competitive Strategies Their Relevance for Sustainable Development in the Food Industry

Cited by 7 publications

References 55 publications

The adoption of sustainable development goals by large Portuguese companies

The adoption of sustainable development goals by large Portuguese companies

Corporate Sustainability Management: A Shift from Green-Washing to Proactive Strategies

Business Sustainability: Efforts To Strengthen Sustainability Corporate In Industrial Estate

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