The impact of organisational alignment on the effectiveness of firms’ sustainability strategic performance measurement systems: an empirical analysis

‘Carrots for Corporate Sustainability’: Impacts of Incentive Inclusiveness and Variety on Environmental Performance

“…Our analysis is unique in its focus on understanding how both the variety of organizational beneficiaries whose activities are shaped by environmental incentives, and the forms that such incentives take, shape organizational outcomes. Our new evidence is a significant development of research on how intra‐organizational processes and practices impact on firms' non‐financial performance metrics, such as reducing corporate greenhouse gas (GHG) emissions (Ioannou et al , ; Maas, ; Parisi, ), and contributes substantially to normative advice regarding the relative effectiveness of alternative systems of environmental incentives. Given the growing salience of addressing global sustainability challenges, findings on the benefits of firms' voluntary approaches to tackling their environmental impacts will help to guide practice in this arena.…”

“…Thus, our analysis pays greater attention to the interdependences in beneficiaries and incentive types that are incumbent in particular configurations of incentives, and on how these affect performance outcomes. Such an understanding of the potential of incentives is critical, we argue, to informing how firms address complex problems such as sustainability (Angus‐Leppan et al , ; Delmas and Blass, ; Hahn et al , ; Pinkse and Kolk, ), in the context of increasingly extended organizational hierarchies and designs (Groves, ; Hrebiniak, ; Mookherjee, ; Mookherjee and Reichelstein, ; Parisi, ).…”

Embedding carbon impact assessment in multi-criteria supplier segmentation using ELECTRE TRI-rC

“…On the other hand, even if those suppliers show a low level of willingness for collaboration, they may still achieve improvements on their own initiative, making it worthwhile to keep them on board. The importance of commitment to sustainability has been also recognized by others (see, for example , Stuart 2011;Parisi 2013;Foerstl et al 2015). 'Openness to information sharing' is generally considered one of the most important criteria, as it is the only way for a buyer to effectively monitor and manage carbon emissions from his supply base.…”

Sharing Vocabularies: Towards Horizontal Alignment of Values-Driven Business Functions

“…It is also worth noting that in our discussion, we start from the premise that alignment is likely to deliver benefits and that it is valuable for organizations to be able to identify and evaluate alignment in an effort to achieve greater organizational congruence. However, we note that a perfect 'fit' is unlikely and may not always be desirable (Parisi 2013) and research is needed to understand the benefits and detrimental effects of various facets of alignment in the values-driven business context.…”

“…An implicit assumption is that alignment within these various levels can be and needs to be improved, and that doing so will yield positive results. However, scholars who have thus far drawn on the concept of alignment focus on alignment within activities of a single values-driven function such as CSR or environmental management (Basu and Palazzo 2008;Pedersen and Neergaard 2009;Yuan et al 2011;Parisi 2013).…”