Evaluation of Sustainability Practices in the United States and Large Corporations

Hashmi, M. Anaam; Damanhouri, Amal Mohammed Sheikh; Rana, Divya

doi:10.1007/s10551-014-2056-4

Cited by 30 publications

(20 citation statements)

References 7 publications

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“…This is in response to recent efforts to position these initiatives away from being merely marginal, to become much more middle-of-the-road (Klettner, Clarket, and Boersma 2014). This is confirmed by Hashmi, Damanhouri, and Rana (2014), who argued that large companies are taking sustainability initiatives earnestly. There are several useful recent reviews in the literature on sustainability and related areas.…”

Section: Literature Reviews On Sustainabilitymentioning

confidence: 86%

A Triple Bottom Line Dominant Logic for Business Sustainability: Framework and Empirical Findings

Svensson

Høgevold

Ferro

et al. 2016

Journal of Business-to-Business Marketing

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Section: Literature Reviews On Sustainabilitymentioning

confidence: 86%

A Triple Bottom Line Dominant Logic for Business Sustainability: Framework and Empirical Findings

Svensson

Høgevold

Ferro

et al. 2016

Journal of Business-to-Business Marketing

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“…Even though sustainability has secured its place as a permanent fixture on the management agenda and there is a growing resource base supporting sustainability, it appears that the current state of sustainability embeddedness differs from the expected state. In fact, the absence of knowledge about the current embeddedness situation appears to be hindering the achievement of desired levels of sustainability embeddedness and performance [4,[32][33][34][35]. An implementation gap between actual and desired levels of sustainability embeddedness has been confirmed by the literature and has been described as "problematic" given the importance of sustainability [6,30,36,37].…”

Section: Background and Research Purposementioning

confidence: 99%

Navigating Sustainability Embeddedness in Management Decision-Making

Roux

Pretorius

2016

Sustainability

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Sustainability is an essential theme for business. In order to compete, strategies need to be improvised and efficient and effective decisions need to be made for improved sustainability performance. Despite management's apparent knowledge of this, it appears that challenges persist with sustainability's embeddedness in decision-making and its implementation in practice. In this study we propose a metaphor applying an integrative view of sustainability as support for management. We offer six antecedents of sustainability embeddedness in decision-making that contribute to building and confirming theory, and also provide a better understanding of current practice around sustainability embeddedness so that strategies can be developed for improved sustainability performance. Employees on all management levels in a stock exchange listed company provided rich empirical data for the study. Through the analysis of data in a case study, antecedents were inductively identified, conceptualized, and presented as using descriptive labels, namely: A True North Destination-a vision of sustainability embeddedness; Mountains-three obstacles; Fog-confusion and complexity; Myopia-shortsightedness; Navigation Necessities-requirements for the journey; and finally, the Chosen Team-selected stakeholders. Sustainability embeddedness was found to be dependent on leadership, the strategy message and structures, performance measures, and policies that support a unified culture for sustainability embeddedness.

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“…The study included a total of 56 practitioners (employees and participants in the study) from all management levels, geographic locations, functions and divisions. In general, sustainability has been investigated among sustainability "experts" or the "corporate elite," thereby focusing on the views of specific management levels or departments [6,11,34,58]. Our goal was to gather a representation of diverse views around the topic of sustainability at the organization.…”

Section: Methodology and Data Collectionmentioning

confidence: 99%

“…Literature and industry studies stress a persistent gap between aspirations and action when it comes to sustainability adoption, and refer to challenges with embeddedness [2,4,6,19,[58][59][60]. This is because embedding sustainability is not a trivial task, made worse by the fact that there is uncertainty about sustainability's interpretation, and lack of consensus regarding its definition [6,7,61].Notwithstanding these realities, Nambiar and Chitty [6] note that "little has been done to more deeply investigate the limiting issues that may be contributing to this gap" or to provide insight into why organizations are still struggling with sustainability embeddedness [7,8,20,48].…”

Section: Research Purposementioning

confidence: 99%

Conceptualizing the Limiting Issues Inhibiting Sustainability Embeddedness

Roux

Pretorius

2016

Sustainability

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There can be little doubt that sustainability has become one of the most important issues in business in recent years. In spite of sustainability's importance, there is agreement amongst leaders and practitioners that sustainability is not as embedded as desired. This study reports a framework on inhibitors that limit sustainability embeddedness in organizations. The framework can assist management to address the non-achievement antecedents of embeddedness specifically and holistically. This study obtained empirical data from employees on all management levels in a stock exchange-listed company. Through in-depth analysis in a case organization, valuable insights about embeddedness were inductively identified, interpreted and presented using descriptive labels, namely: "Professing What Is Right"; "Green Distraction"; the belief of "Not My Job"; "Firefighter"; the "Past Performance Anchor"; "Strategy Discourse" and "Harmony"-a mediator to sustainability embeddedness. All these were also found to be altered by the transformation of culture and the communication of the strategy message by sustainable leadership-the moderator. The findings were also corroborated by related and supporting literature as part of our contribution and pursuit for better understanding of this phenomenon.

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Evaluation of Sustainability Practices in the United States and Large Corporations

Cited by 30 publications

References 7 publications

A Triple Bottom Line Dominant Logic for Business Sustainability: Framework and Empirical Findings

A Triple Bottom Line Dominant Logic for Business Sustainability: Framework and Empirical Findings

Navigating Sustainability Embeddedness in Management Decision-Making

Conceptualizing the Limiting Issues Inhibiting Sustainability Embeddedness

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