Towards a standardised management system for corporate sustainable development

Abstract

Purpose – The systematic implementation and assessment of corporate sustainable development is difficult in the absence of a structured approach. The existing management systems and frameworks do not provide a balanced approach to the management of the triple bottom line of sustainable development. The purpose of this paper is to explore the possibility of developing a sustainable development management system (SDMS) and provides a basic framework for such a system. Design/methodology/approach – The paper reviews the approaches that can be employed to embody the various elements of a SDMS – including underlying values, system requirements, continual improvement, and assessment approaches. Advantages and disadvantages of developing a SDMS are also reviewed. Findings – Descriptive guidelines augmented by prescriptive requirements could provide a comprehensive guide to corporate sustainable development management and assessment through a hybrid approach. A basic structure for the descriptive guidelines, prescriptive requirements, and assessment approaches is provided. Practical implications – The paper could provide a needed starting point for managers to structure their thinking related to their organisation's sustainability initiatives. Originality/value – The existing systems and guidelines addressing sustainable development are characterised by several limitations. This paper provides a unique framework for corporate sustainable development that has not been addressed in previous publications.

Corporate sustainability performance improvement using an interrelationship hierarchical model approach

“…This study utilizes the weights to determine the gaps among the criteria. For instance, if the importance is greater than the performance value, the top three criteria are: (Asif & Searcy, ) green purchasing and suppliers' management (C6), (Asif et al, ) customer/stakeholder satisfaction (C3) and (Asif et al, ) top management support and manager attitude and behaviour (C15).…”

“…This study found that CS performance must be studied from the perspective of social image, corporate culture and stakeholder management, and must incorporate their effects to enhance economic activities, such that performance assessment reflects CS in practice (Asif & Searcy, ). This result is also reflected in that social information affects firms' decision‐making processes (Tseng, ).…”

“…Table 5 presents the weights of CS performance aspects based on TBL perspectives. For example, using Equation (3) If the performance is greater than the importance value, the top five criteria are: (Asif & Searcy, 2014) strategic and green operating processes (C9), (Asif et al, 2011) human capital development/ employee training plans (C16), (Asif et al, 2013) customers satisfaction with the environmental characteristics of products (C18), (Banerjee, 2001) promotion of social reputation (C19), and (Barney, 1991) public safety and quality of life (C21). Figure 3 presents the gaps among the attributes in importance and performance levels.…”

Role of Organizational Ethics in Sustainable Development: A Conceptual Framework

“…This model covers four aspects of life on Earth, namely economics, ecology, politics and culture (see figure 1). It aims to achieve the continued well-being of the economy, ecological, political, and cultural base [10] While the term "sustainable development" was initially used at the global level, it has been increasingly applied to the corporate context [33]. This paper concerns SD at the organizational level.…”

Sustainable Development and New Revision of ISO Management Standards

“…Considering the before-mentioned together with defined by [12] core values of Sustainable Development Management System the thesis can be formulated, according to which new edition of ISO standards strives for supporting organizations in realization of SD commitments and directly includes meeting the needs of a firm's direct and in-direct stakeholders and its responsibilities for environmental stewardship (ISO 14001), social well-being (ISO 45001), and economic prosperity over the long term (ISO 9001) (table 1). Risk-analysis based thinking (clause 6.1) enables organization definition of factors, that can cause deviation of processes and quality / environmental / OH&S management systems from results planned.…”