Sustainability in the Decision Making Process: A Systematic Review of Literature

Filho, Edelvino Razzolini; Filho, Edelvino Razzolini

doi:10.1007/978-3-030-30306-8_17

“…Sustainability in the decision-making process has reached greater influence in the academic field in the last few years [19]. Decision-making in a changing environment was addressed from different viewpoints.…”

Section: The Background Of the Researchmentioning

confidence: 99%

Decision Tree and AHP Methods Application for Projects Assessment: A Case Study

Maceika

¹

,

Bugajev

²

,

Šostak

³

et al. 2021

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This research is dedicated to the modelling of decision process occurring during the implementation of construction projects. Recent studies generally do not assess the robustness of the decisions regarding the possible changes during the construction project implementation. However, such an assessment might increase the reliability of the decision-making process. We addressed this gap through a new model that combines the decision-making process modelling with the AHP method and includes the analysis of model stability concerning stakeholders’ behaviour. We used the Analytic Hierarchy Process (AHP) and Decision tree methods to model the decision-making process. The proposed model was validated on a case study of multiple construction projects. The assessment was performed from individual investor’s and independent expert’s perspectives. The criteria for the assessment were selected according to the principles of sustainability. We performed the sensitivity analysis, making it possible to assess the possible changes of the decisions depending on the potential patterns of the decision-makers’ behaviour. The results of the study show that, sometimes, small fluctuations in the project factors affect the project selection indicating the possible lack of the robustness of the project decisions.

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“…The concept of corporate sustainability, based on three essential pillars  economic, social and environmental  represents the evolution of a continuous process of paradigm breaks. In this evolution, the focus of the business management changes from a one-dimensional view-ruled, exclusively, by profit-driven  to a perspective that also considers social and ecological aspects in the decision-making processes (Da Silva & Filho, 2020).…”

Section: Introductionmentioning

confidence: 99%

The risks of sustainable business strategies: Do sustainable business approaches change company risks?

Snippe¹,

Bossert²

2022

SRSD

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PURPOSE: The aim of this research is to link sustainability strategies with risk management. DESIGN/METHOD: 33 unique cases were used for the data analysis. Using the cases, the researchers built a database to operationalise the theoretical framework. This database contains data on general characteristics of an organisation, strategic characteristics (mission, vision, value proposition, core values from the Balanced Score Card categories, strategic goals), strategy characteristics of the sustainability strategies, the 17 sustainability goals of the UN, risks (strategic, financial, operational) and control measures appropriate to the risks. RESULTS/FINDINGS: The first sub-question: Which risks at a strategic, financial, and operational level differ in organisations that pursue SDG 3 Good health and wellbeing, SDG 8 Decent work and economic growth and/or SDG 12 Responsible consumption and production, or do not pursue sustainability goals? It can be answered that sustainable values lead to different risks at strategic and financial levels, but not on an operational level. The second sub-question: Which risks on a strategic, financial, and operational level differ in organisations that pursue the sustainability strategy (Retain product ownership, Product life extension and/or Design for recycling) or do not pursue a sustainability strategy? It can be answered in a similar way as the first research question: that apparently sustainable strategies lead to different risks at strategic and financial levels, but not on an operational level. Operational risks were found but did not change in case of the sustainable strategy. ORIGINALITY/VALUE: Researchers have investigated whether pursuing the sustainability strategy (part 1) or contributing to the achievement of SDGs (part 2) by an organisation causes a change in strategic, financial and/or operational risks. Patterns were sought, not the magnitude of a change, because of the number of cases examined. KEYWORDS: risk management, sustainable, business model, case study, added value. JEL: A12, A13, D7, D70

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The risks of sustainable business strategies: Do sustainable business approaches change company risks?

Snippe¹,

Bossert²

2022

SRSD

0

View full text Add to dashboard Cite

PURPOSE: The aim of this research is to link sustainability strategies with risk management. DESIGN/METHOD: 33 unique cases were used for the data analysis. Using the cases, the researchers built a database to operationalise the theoretical framework. This database contains data on general characteristics of an organisation, strategic characteristics (mission, vision, value proposition, core values from the Balanced Score Card categories, strategic goals), strategy characteristics of the sustainability strategies, the 17 sustainability goals of the UN, risks (strategic, financial, operational) and control measures appropriate to the risks. RESULTS/FINDINGS: The first sub-question: Which risks at a strategic, financial, and operational level differ in organisations that pursue SDG 3 Good health and wellbeing, SDG 8 Decent work and economic growth and/or SDG 12 Responsible consumption and production, or do not pursue sustainability goals? It can be answered that sustainable values lead to different risks at strategic and financial levels, but not on an operational level. The second sub-question: Which risks on a strategic, financial, and operational level differ in organisations that pursue the sustainability strategy (Retain product ownership, Product life extension and/or Design for recycling) or do not pursue a sustainability strategy? It can be answered in a similar way as the first research question: that apparently sustainable strategies lead to different risks at strategic and financial levels, but not on an operational level. Operational risks were found but did not change in case of the sustainable strategy. ORIGINALITY/VALUE: Researchers have investigated whether pursuing the sustainability strategy (part 1) or contributing to the achievement of SDGs (part 2) by an organisation causes a change in strategic, financial and/or operational risks. Patterns were sought, not the magnitude of a change, because of the number of cases examined. KEYWORDS: risk management, sustainable, business model, case study, added value. JEL: A12, A13, D7, D70

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Sustainability in the Decision Making Process: A Systematic Review of Literature

Cited by 4 publications

References 17 publications

Decision Tree and AHP Methods Application for Projects Assessment: A Case Study

Decision Tree and AHP Methods Application for Projects Assessment: A Case Study

The risks of sustainable business strategies: Do sustainable business approaches change company risks?

The risks of sustainable business strategies: Do sustainable business approaches change company risks?

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