Exploring CEO Messages in Sustainability Management Reports: Applying Sentiment Mining and Sustainability Balanced Scorecard Methods

Na, Hyung Jong; Lee, Kun Chang; Choi, Seung Uk; Kim, Seong-Tae

doi:10.3390/su12020590

Cited by 19 publications

(27 citation statements)

References 55 publications

(66 reference statements)

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…5 and 6 have sustainable indicators in their strategies, and they are part of their BSC. This is in line with the third option that Butler et al [43] propose to integrate sustainability measures throughout the four perspectives [17], contrary to those who defend option one-the addition of a fifth perspective in the traditional BSC [12,[44][45][46]. On the other hand, we also agree with Butler et al's [43] suggestion, considering that option two-a parallel Sustainable BSC [35]-would fit the firms that do not have a previous BSC.…”

Section: Sustainable Measuressupporting

confidence: 88%

“…Many scholars have set out the relevance of sustainable policies in firms nowadays [48], band particularly when they are integrated in their BSC [12,17,35,[43][44][45][46]. Firms no.…”

Section: Discussion and Future Researchmentioning

confidence: 99%

“…Sustainable measures are the answer to integrate the social and environmental subjects into the BSC [42]. Only using this new approach of the BSC and maintaining fluent communication channels with all the stakeholders can firms preserve and increase their value and position in the societies or the environments in which they work, although with three different approaches: integrating them in their BSC [17,43]; creating a specific Sustainable BSC [35]; and creating a fifth perspective [12,[44][45][46].…”

Section: Literature Reviewmentioning

confidence: 99%

“…As stated in Section 1, with the purpose of contributing to fulfill the gap identified and explained and following our previous work criteria [13], an exploratory study was selected by using a quantitative and qualitative approach [10,41,48], through the multi-case option. With the aim of covering that lack of knowledge and reaching a comprehensive insight into the implementation of the BSC in a particular industry, SMES and large firms were included, because of the remarkable role that both play in local societies [11,18,46].…”

Section: Data Collection and Samplementioning

confidence: 99%

See 3 more Smart Citations

How the Balanced Scorecard Is Implemented in the Spanish Footwear Industry

Suárez-Gargallo

Zaragoza‐Sáez

2021

Sustainability

View full text Add to dashboard Cite

This paper provides a deeper knowledge of the implementation of the Balanced Scorecard (BSC) in the Spanish footwear industry, under an exploratory research which has been conducted with a final sample of seven firms. An online questionnaire was developed, supported by phone calls and a personal interview. An 18–24-month-period has been found to be enough to develop solid foundations for a BSC. Financial and non-financial measures are presented in the whole firms and in the majority of the four perspectives, linked by cause-and-effect relationships, showing a high development in the BSC implementation. BSCs with a high grade of development are more likely to identify their intangibles as well as include them in the firm’s strategy. A personal BSC has been identified as a limitation. Although the strategy is spread out with meetings in the whole firms, it is not known at all levels, showing a gap to be fulfilled. Strategy maps are key in BCS implementation: they are present in the majority of the firms and show that the performance drivers reach the strategy. Firms with a high grade of development and expectation, using both financial and non-financial measures linked by cause-and-effect relationships, are more likely to define sustainable measures, integrating them in their own BSC.

show abstract

Section: Sustainable Measuressupporting

confidence: 88%

“…Many scholars have set out the relevance of sustainable policies in firms nowadays [48], band particularly when they are integrated in their BSC [12,17,35,[43][44][45][46]. Firms no.…”

Section: Discussion and Future Researchmentioning

confidence: 99%

Section: Literature Reviewmentioning

confidence: 99%

Section: Data Collection and Samplementioning

confidence: 99%

See 2 more Smart Citations

How the Balanced Scorecard Is Implemented in the Spanish Footwear Industry

Suárez-Gargallo

Zaragoza‐Sáez

2021

Sustainability

View full text Add to dashboard Cite

show abstract

“…Studies on CEO messages are aimed at understanding the relationship between a message and the company's management performance. Na et al [30] predicted corporate financial ratios by analyzing CEO messages from sustainability reports using sentiment mining and sustainability balanced scorecard methods. The sustainability report draws the conclusion that lack of financial information is necessary and needs to be supplemented.…”

Section: Ceo Messagementioning

confidence: 99%

Analysis of Safety Management Characteristics Using Network Analysis of CEO Messages in the Construction Industry

Choi

Cho

2020

Sustainability

View full text Add to dashboard Cite

Chief executive officer (CEO) messages are important in communicating with employees. In terms of sustainability management, it is important to study these messages for their finance and safety content; however, previous studies have focused mostly on the financial aspects. Therefore, our approach is to: (1) focus on safety management, (2) use text mining and network analysis to extract the keywords emphasized by the CEOs, (3) analyze safety management characteristics through factor mapping and network analysis, (4) make recommendations. When the results from the CEO communications of 100 global construction companies were reviewed, keywords including “management”, “value”, “employee”, “system”, “project”, “culture”, “new”, “occupational”, “practice”, and “basis” were deduced. The words “management”, “employee”, and “culture” were the common keywords considered important by CEOs and were highlighted in literature reviews as significant words. Both the deduced keywords and the words deemed important by the CEOs have similar connotations. Motivation, Rules and Regulations, and Resources and Equipment were the factors that exhibited the highest centrality, while Culture and Climate had a structurally high connection. Based on our results, we suggest selecting appropriate words to form consensus with the workers, supplementing the factors related to safety investment with low centrality, and using direct “safety” words, and other relevant words.

show abstract

Port Authority of Cartagena: Evidence of a Sustainability Balanced Scorecard

Suárez-Gargallo

Zaragoza‐Sáez

2023

Sustainable Development

View full text Add to dashboard Cite

This paper provides a deeper understanding to the development and implementation of a Sustainability Balanced Scorecard in the Port Authority of Cartagena, under exploratory research. Open‐access documents available on different websites were used as data sources combined with semi‐structured personal interviews, which took place at the highest level of the organisation from September 2021 to December 2022. The strategy developed by this government unit has changed over the years, until 2018 when a new review, led by the Planning and Management manager, established a turning point in its sustainable strategy with the introduction of the Balanced Scorecard, resulting in a major internal change for the organisation. The creation of the Strategy Planning Office, external advice from strategy‐expertise consultants, IT solutions acquisition adapted to the new scenario, and several internal organisational changes, have been vital in this successful process. The Balanced Scorecard has been shown to be helpful in disseminating the sustainable strategy at all levels of the company: environmental and social actions were confined for years to the Sustainability Department, functioning as isolated actions, but now, they have reached the strategic level involving the whole organisation as part of the company's strategy. This successful process has put this organisation at the forefront of other Spanish ports, providing other port authority managers with a useful framework that can help them in their attempt to implement sustainable strategies by using the Balanced Scorecard—a framework not only valid for ports but which can also be extended to other government units.

show abstract

Exploring CEO Messages in Sustainability Management Reports: Applying Sentiment Mining and Sustainability Balanced Scorecard Methods

Cited by 19 publications

References 55 publications

How the Balanced Scorecard Is Implemented in the Spanish Footwear Industry

How the Balanced Scorecard Is Implemented in the Spanish Footwear Industry

Analysis of Safety Management Characteristics Using Network Analysis of CEO Messages in the Construction Industry

Port Authority of Cartagena: Evidence of a Sustainability Balanced Scorecard

Contact Info

Product

Resources

About