Multidimensional environmental social governance sustainability framework: Integration, using a purchasing, operations, and supply chain management context

Abstract

Academics and practitioners promote integration as the thread that holds processes together and is pursued by those who seek efficiency and effectiveness. Integration may be described as any activity, or group of activities, concerning interaction and collaboration, in which individuals, and or organizations, work together in cooperative ways, to achieve mutually acceptable outcomes. Consistent with this notion, this paper proposes a unique, innovative, comprehensive, multidimensional environmental social governance (ESG) sustainability framework to inform on the relationships among integration concepts, ESG sustainability initiatives, distinct management processes, and key supply chain members. Using stakeholder theory as the underlying referent theoretical base, this manuscript informs on the alignment and integration of sustainability reporting and financial reporting to help researchers and practitioners overcome many of the shortcomings of current sustainability frameworks, as well as enable companies, which do not yet have an established sustainability strategy, to define potential initiatives and interventions towards sustainability.

A sustainable governance model to prevent corporate corruption: Integrating anticorruption practices, corporate strategy and business processes

“…These factors are supposed to be the main pillars in implementing an integrated meta‐management framework for anticorruption. The factors are developed from the AST experience and are supported by the literature on the comprehensive anticorruption frameworks (Adeyeye, ; Luo, ; van Erp et al, ), meta‐management framework (Asif et al, , ; Stiles & Uhl, ), ESG integration frameworks (Asif et al, ; Baumgartner & Ebner, ; Eccles et al, ; Whitelock, ; Yu et al, ) and the sustainable governance concept (Aghion et al, ; Allais et al, ; Elkington, ; Lombardi et al, ; Lozano & Huisingh, ; Maglio et al, ; Sánchez et al, ; Schrippe & Duarte Ribeiro, ; Shahzad et al, ). These key success factors have been developed for each step in the Framework (Figure ).…”

“…Baumgartner and Ebner () have provided a strategic approach to ESG (Baumgartner & Ebner, ), discussing the relationship between corporate sustainability strategies, corporate competitive strategies and sustainability aspects. The model by Whitelock () has been implemented by using a purchasing, operations, and supply chain management context and includes five constructs. Two of them link to managerial reality; in particular, these constructs describe the distinct management process and synchronous management (Whitelock, ).…”

“…The model by Whitelock () has been implemented by using a purchasing, operations, and supply chain management context and includes five constructs. Two of them link to managerial reality; in particular, these constructs describe the distinct management process and synchronous management (Whitelock, ).…”

“…Thyssenkrupp is continuously developing the internal management systems throughout the Group, using a standardised risk control matrix and a structured self-assessment process. The company is (Adeyeye, 2012;Luo, 2005;van Erp et al, 2015), metamanagement framework (Asif et al, 2010(Asif et al, , 2011Stiles & Uhl, 2012), ESG integration frameworks (Asif et al, 2011;Baumgartner & Ebner, 2010;Eccles et al, 2012;Whitelock, 2019;Yu et al, 2018) and the sustainable governance concept (Aghion et al, 1999;Allais et al, 2017;Elkington, 2002;Lombardi et al, 2019;Lozano & Huisingh, 2011;Maglio et al, 2019;Sánchez et al, 2011;Schrippe & Duarte Ribeiro, 2019;Shahzad et al, 2016). These key success factors have been developed for each step in the Framework (Figure 2).…”

“…Additionally, under the meta-management approach, the transformation is managed within the organisation and through its relationships with stakeholders (Stiles & Uhl, 2012;Uhl & Gollenia, 2016). This paper is novel because it provides the integrated meta-management framework for anticorruption practices (Framework) based on the meta-management framework (Asif et al, 2010(Asif et al, , 2011Stiles & Uhl, 2012), ESG integration frameworks (Asif et al, 2011;Baumgartner & Ebner, 2010;Eccles, Perkins, & Serafeim, 2012;Whitelock, 2019;Yu et al, 2018) and sustainable governance concept (Aghion et al, 1999;Allais et al, 2017;Elkington, 2002;Hart, 1997;Lombardi et al, 2019;Lozano, 2012;Lozano & Huisingh, 2011;Maglio et al, 2019;Sánchez, Sotorrío, & Díez, 2011;Schrippe & Duarte Ribeiro, 2019;Shahzad, Rutherford, & Sharfman, 2016) using a deep case study analysis of the Italian manufacturing company Acciai Speciali Terni Spa (AST). Such approach has allowed us to determine both a general perspective on the topic and practical implications for organisations and regulators and governments.…”