Evaluating sustainability practices in terms of stakeholders' satisfaction

Sangle, Shirish; Babu, P. Ram

doi:10.1504/ijbge.2007.011934

Cited by 28 publications

(14 citation statements)

References 21 publications

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“…For researchers, such a reorientation on actual utility and not monetary proxies poses the challenge to develop new methods for measuring value creation (Harrison et al, 2010). Sangle and Babu (2007) for example present a framework to evaluate companies’ sustainability practices with regard to stakeholders’ satisfaction. Future research can build on these early attempts and propose new measures for evaluating business cases and business performance.…”

Section: Discussionmentioning

confidence: 99%

Business Cases for Sustainability: A Stakeholder Theory Perspective

Schaltegger

Hörisch

Freeman

2017

Organization & Environment

245

209

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The “business case for sustainability” is a notion often referenced in the corporate sustainability and corporate social responsibility literature. Whereas some see sustainability and the business case as contradictions and thus emphasize the existence of trade-offs, others highlight how (potential) business cases can be created by managing ecological, social, and economic aspects. Both views have in common that the “business case” is implicitly or explicitly seen as creating financial performance, often for one group of stakeholders, only. The fact that a business case is not a given phenomenon but has to be co-created in the exchange between and with contributions from various stakeholders has so far not been analysed in depth. By taking a stakeholder theory perspective, this article extends the existing research on what business and a business case are about and analyses the understanding of business cases for sustainability and how they can be created with and by stakeholders.

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Section: Discussionmentioning

confidence: 99%

Business Cases for Sustainability: A Stakeholder Theory Perspective

Schaltegger

Hörisch

Freeman

2017

Organization & Environment

245

209

View full text Add to dashboard Cite

show abstract

“…Guidelines on improved sustainability operations management and reporting (Atkinson 2000;Hak, Moldan, and Dahl 2007;Reuvid 2006;SRG 2006;von Geibler et al 2006); value-added sustainability strategies (de Chernatony, Harris, and Dal'Olmo 2000;Figge and Hahn 2004); sustainability performance (Epstein and Roy 2003); and stakeholder evaluation of sustainability management (Sangle and Babu 2007) provide pointers for further research into strategic corporate sustainability. In the sphere of marketing, management has recognized the potential of profiting from consumer environmental sentiments through the development of environmental management codes and green marketing strategies (Menon and Menon 1997;Sharma and Vredenburg 1998).…”

Section: Antecedents To Smomentioning

confidence: 99%

Sustainable Market Orientation: A New Approach to Managing Marketing Strategy

Mitchell

Wooliscroft

Higham

2010

Journal of Macromarketing

154

148

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Market orientation has been a foundation of corporate marketing strategy since the middle of the last century. There is a need for a broader conceptualization of market orientation and a new corporate marketing model is proposed: sustainable market orientation (SMO). Taking a macromarketing perspective, the new conceptualization proposes the use of three key sustainable development objectives in corporate marketing strategy; economic, social, and ecological sustainability. Corporate benefits from a SMO are discussed, a model for empirical testing is presented, and a range of research opportunities are discussed.

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“…Stakeholder theory is commonly used by many researchers to investigate how stakeholders affect the business operation (e.g., (Agle, Mitchell, & Sonnenfeld, 1999;Jawahar & McLaughlin, 2001;Sangle & Ram Babu, 2007;Wallis, 2006)). It explains how a company improves business relations with the stakeholders (Lozano, 2011).…”

Section: Theoretical Framework and Hypotheses Developmentmentioning

confidence: 99%

Does Risk Culture Matter for Sustaining the Business? Evidence from Malaysian Environmentally Sensitive Listed Companies

Aziz

Manab

2020

International Journal of Management and Sustainability

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The aim of this paper is to examine how organisational risk culture and good risk management practices contribute to the sustainable business. Sustaining business requires a strong foundational of risk culture to address all types of risks. Having a sound risk culture is vital as it influences the way organisations respond to risks and hazards. A poor risk culture and weak risk management practices have triggered many business collapsed and lost with huge amounts. Drawing on the post-modern portfolio theory and stakeholder theory, the model in this study is empirically validated by means of the partial least squares approach to structural equation modelling (PLS-SEM) based on survey data from environmentally sensitive companies in Malaysia. Based on the analysis, the study revealed that risk culture moderates the relationship between the role of leadership and risk resilience of sustainability risk management (SRM) implementation and company survival. This result extend previous research by not only highlighting the importance of risk culture in driving effective SRM practices but also indicating the significance of risk resilience and leadership in sustaining the business. Contribution/Originality: This study provides fresh insights on the importance of risk culture in driving successful SRM practices. It also sheds some light on the importance of leadership and risk resilience for risk culture in the company to be changed. 1. INTRODUCTION The COVID-19 pandemic of 2020 revealed the major weaknesses in the existing guidelines of risk management whereby most organisations had not fully prepared to handle the unknown risks. Undoubtedly, a poor risk culture and lack of pre-emptive measures has resulted to weak risk management function which finally brought to terrible situations and tremendous losses to the businesses due to this pandemic. Risk culture is one of the most significant challenges faced by nearly every company from diverse industries. Sustainability risk management (SRM) is an approach that provides a medium of precaution in an organisation, and opportunities for accelerating business growth and company survival. Having a strong risk culture is vital to effective SRM implementation, as it influences the way an organisation makes sense of risks and hazards. Organizational risk culture is recognised as the most important critical factor for effective risk management practices and strongly influenced by leadership factors (Manab, Kassim, & Hussin, 2010). According to Farrell and

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Evaluating sustainability practices in terms of stakeholders' satisfaction

Cited by 28 publications

References 21 publications

Business Cases for Sustainability: A Stakeholder Theory Perspective

Business Cases for Sustainability: A Stakeholder Theory Perspective

Sustainable Market Orientation: A New Approach to Managing Marketing Strategy

Does Risk Culture Matter for Sustaining the Business? Evidence from Malaysian Environmentally Sensitive Listed Companies

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