The SIGMA Management Model

Knight, Dave

doi:10.1007/3-540-33247-2_2

Cited by 7 publications

(2 citation statements)

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“…A sustainable organisation will maintain and, wherever possible, enhance these capital assets, rather than exhaust them ("capital stewardship") (Knight 2006;ARE and DEZA 2004). In turn, the design of the business processes constitutes the interrelation of the business operation, its resources and performance as well as the impact on the economic, social and environmental dimensions (Fig.…”

Section: Resource Definition and Impact Analysismentioning

confidence: 99%

Integration of Sustainability into the Corporate Strategy

Oertwig

Galeitzke

Schmieg

et al. 2017

Sustainable Manufacturing

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In order to successfully achieve sustainable corporate development, enterprises have to define and implement a pragmatic strategy. In that pursuit, the discussion of motivation and reasoning behind incorporating sustainability strategies serves as a prelude to the thematic examination of challenges and courses of action in corporate strategy development and implementation. Especially in the context of sustainability, additional legislative and stakeholder requirement considerations make managing these tasks effectively, however, much more challenging. The firm's overall objectives thus become multidimensional and have to be broken down to the individual departments and business fields. Consequently, considerable effort has to be devoted to the planning, measurement and evaluation, steering and control as well as optimisation and communication processes of the holistically defined corporate value creation. Furthermore, a solution for enterprise sustainability management and its evaluation is necessary for ultimately balancing economic, ecological and social performance factors, to ensure optimized decision-making. towards future generations is emerging, as insights on the long-term effects of over-exploitation and environmental pollution are increasing. In the context of the evolution of this responsibility towards internal and external stakeholders, enterprises are confronted with the imminent challenge of adapting strategic orientation and operative value creation accordingly. The linkage between the economic, ecological and social perspectives of the interaction of enterprises with their environment however, poses unique challenges in terms of potential internal conflicts of objectives. At the same time, it is questionable to what extent the attainment can be related to the three perspectives of sustainability. Thus long-term strategic orientation has to be recognised as a premise for sustainable development, so that potential short-term performance discrepancies are not misinterpreted as deficits, or implied as representing poor decision-making. This is assuming that sustainability is more than an ideological construct for the conscious influence and control of human and entrepreneurial behaviour. Instead, it has to be conditional to certain criteria and traceable or ascertainable. Numerous approaches for operationalising sustainable management are therefore focused on indicators, but remain, however, limited in their extent or integrity in order to avoid complexity. KeywordsThe three-dimensional differentiated approach requires the simultaneous safeguarding of the economic, ecological and social capacity of the respective system and its environment for both the current and future generations (Dyllick and Hockerts 2002). Building on the definition of the German Bundestag, safeguarding economic performance is herein based on ensuring an adequate competitive situation as a driver of innovation and as a price-building mechanism, without however at the same time limiting the welfare of the individual inv...

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Section: Resource Definition and Impact Analysismentioning

confidence: 99%

Integration of Sustainability into the Corporate Strategy

Oertwig

Galeitzke

Schmieg

et al. 2017

Sustainable Manufacturing

View full text Add to dashboard Cite

show abstract

“…In order to provide products or services, an organisation will combine different types of resources like human skills and knowledge, natural materials and social structures, by using machinery, infrastructures and financial assets. A sustainable organisation will maintain and, wherever possible, enhance these capital assets, rather than exhaust them ("capital stewardship") (Knight 2006;ARE and DEZA 2004). In turn, the design of the business processes constitutes the interrelation of the business operation, its resources and performance as well as the impact on the economic, social and environmental dimensions (Fig.…”

Section: Resource Definition and Impact Analysismentioning

confidence: 99%

Sustainable Manufacturing

Stark

Seliger

Bonvoisin

2017

Sustainable Production, Life Cycle Engineering and Management

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use, sharing, adaptation, distribution and reproduction in any medium or format, as long as you give appropriate credit to the original author(s) and the source, provide a link to the Creative Commons license and indicate if changes were made. The images or other third party material in this book are included in the book's Creative Commons license, unless indicated otherwise in a credit line to the material. If material is not included in the book's Creative Commons license and your intended use is not permitted by statutory regulation or exceeds the permitted use, you will need to obtain permission directly from the copyright holder. The use of general descriptive names, registered names, trademarks, service marks, etc. in this publication does not imply, even in the absence of a specific statement, that such names are exempt from the relevant protective laws and regulations and therefore free for general use.

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SIGMA Management Framework

Oblakovic

2022

Encyclopedia of Sustainable Management

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The SIGMA Management Model

Cited by 7 publications

References 0 publications

Integration of Sustainability into the Corporate Strategy

Integration of Sustainability into the Corporate Strategy

Sustainable Manufacturing

SIGMA Management Framework

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