Cognitive Frames in Corporate Sustainability: Managerial Sensemaking with Paradoxical and Business Case Frames

2014 ◽  
Vol 39 (4) ◽  
pp. 463-487 ◽  
Author(s):  
Tobias Hahn ◽  
Lutz Preuss ◽  
Jonatan Pinkse ◽  
Frank Figge
Keyword(s):  
Corporate Sustainability ◽  
Business Case ◽  
Cognitive Frames ◽  
Case Frames

Exploring Australian financial leaders' views of corporate social responsibility

2010 ◽  
Vol 16 (1) ◽  
pp. 48-65 ◽  
Author(s):  
Margaret Lindorff ◽  
James Peck
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Employee Engagement ◽  
Corporate Sustainability ◽  
Business Case ◽  
Wealth Creation ◽  
Primary Responsibility ◽  
Stakeholder View ◽  
And Performance ◽  
Corporate Social

AbstractThis paper reports an exploratory and qualitative study of the corporate social responsibility (CSR) beliefs of leaders of large Australian financial institutions. The findings are presented in four sections. The first discusses whether leaders have a mental model of the firm that is most closely aligned with the traditional shareholder or the stakeholder view of the firm. It then examines how they frame the organization's responsibilities, particularly as they relate to balancing the needs of shareholders and other stakeholders. The third section identifies how they view CSR and the fulfilment of potential economic, legal, ethical and philanthropic responsibilities of organizations. The final section examines the driving factors that lead to their promotion of corporate social responsibility. We find that although many leaders support the wealth creation model's central premise that the organization's primary responsibility is to maximise its value in order to meet its fiduciary obligations to its shareholders, they also believe that CSR activities benefit the organization financially and in building corporate sustainability, employee engagement and performance, and social capital. CSR activities are also believed to increase the legitimacy of the organization, although philanthropy is not supported unless there is a business case. This has implications for those seeking support from organizations for community causes. We also find the view of employees as primary stakeholders is strong and widespread; an implication of this is that employee influence is a strong lever for positive change towards CSR behaviour in a firm.

scholarly journals Mapeamento do estado da arte do tema sustentabilidade ambiental direcionado para a tecnologia de informação

2014 ◽  
Vol 26 (1) ◽  
pp. 77-89 ◽  
Author(s):  
Simone Sartori ◽  
Leonardo Ensslin ◽  
Lucila Maria de Souza Campos ◽  
Sandra Rolim Ensslin
Keyword(s):  
Information Technology ◽  
Organizational Performance ◽  
Development Process ◽  
Management Information Systems ◽  
Corporate Sustainability ◽  
Business Case ◽  
Business Value ◽  
Integrative Model ◽  
Management Information ◽  
Computing Machinery

Este artigo tem por objetivo realizar um mapeamento das publicações sobre o tema Avaliação da Sustentabilidade Ambiental para a Tecnologia de Informação e, a partir desse, selecionar um portfólio bibliográfico das publicações mais relevantes e alinhadas segundo a percepção dos autores dessa pesquisa. Para este portfólio, fez-se uma análise bibliométrica visando construir o conhecimento sobre os assuntos mais frequentes: autores, artigos, periódicos e palavras-chave no tema. Caracteriza-se este trabalho pelo caráter exploratório-descritivo; além disso, apresenta-se abordagens quantitativas e qualitativas, por meio do uso do instrumento de intervenção Knowledge Development Process - Constructivist. Nesse sentido, foram selecionados 25 artigos relevantes e 416 artigos de referências, que passaram a representar o Portfólio Bibliográfico. Na análise bibliométrica dos artigos do Portfólio Bibliográfico e suas referências evidenciam-se: os periódicos "Association for Computing Machinery Computing Surveys" e "Management Information Systems Quarterly"; os artigos "Information Technology and Organizational Performance: An integrative model of Information Technology business value" e "Beyond the Business Case for Corporate Sustainability"; as palavras-chaves "Information Technology" e "Sustainability"; e os autores mais citados Marie-Claude Boudreau, Tom Butler, Adela Chen, Jason Dedrick, Robert Sroufe, Richard Watson, e Nigel Melville. Esses resultados são singulares devido às delimitações postas pelos autores dessa pesquisa e o processo empregado em sua abordagem é ampla, podendo ser utilizada por outros pesquisadores relacionados a esse tema ou não.

Integrating Project Strategy for Sustainable Development

2013 ◽  
pp. 20-38 ◽  
Author(s):  
Lynn A. Keeys ◽  
Martina Huemann ◽  
Rodney Turner
Keyword(s):  
Sustainable Development ◽  
Conceptual Framework ◽  
Stakeholder Management ◽  
Corporate Sustainability ◽  
Business Case ◽  
Lead Author ◽  
Sustainability Strategy ◽  
Process Perspective ◽  
Initiation Stage ◽  
Project Strategy

This chapter proposes a conceptual framework for integrating project strategy for Sustainable Development (SD) within the context of corporate sustainability strategy. Project SD strategy is the missing link between SD at the corporate level and project level. The framework draws on a literature review of concepts, definitions, and theories in strategic management, corporate sustainability, and projects. The conceptual framework presented in this book chapter has six key components. These are: (1) corporate sustainability strategy; (2) project understanding of SD and SD business case; (3) strategizing at project initiation stage; (4) project autonomy to negotiate and adapt in the project context; (5) project capability to translate corporate SD strategy to project SD strategy; and (6) project capability in stakeholder management. The premise of the framework is the compatibility of the socially constructed realities of the project and SD, as indicated in SD and project literature. The aim is to help develop new knowledge and insight into how business can integrate SD principles into core business operations such as projects from a process perspective, rather than sustainability content perspective. This chapter is based on doctoral dissertation research by the lead author.

The Corporate Sustainability and Responsibility Proposition

2017 ◽  
pp. 1-16 ◽  
Author(s):  
Mark Anthony Camilleri
Keyword(s):  
Corporate Social Performance ◽  
Corporate Citizenship ◽  
Social Performance ◽  
Empirical Studies ◽  
Corporate Sustainability ◽  
Business Case ◽  
Shared Value ◽  
Creating Shared Value ◽  
Rival Firms ◽  
Corporate Social

This chapter deliberates on the business case for CSR. It contends that corporations are capable of implementing responsible behaviors as they pursue their profit-making activities. A thorough literature review suggests that there is a link between corporate social responsibility (CSR) or corporate social performance (CSP) and financial performance. In addition, there are relevant theoretical underpinnings and empirical studies that have used other constructs, including corporate citizenship, stakeholder engagement and business ethics. In this light, this contribution reports on how CSR is continuously evolving to reflect today's societal realities. Therefore, it raises awareness of key notions representing strategic CSR, creating shared value and corporate sustainability and responsibility (CSR2.0). This latter perspective suggests that responsible behavioral practices may be strategically re-conceived to confer competitive advantage over rival firms. Therefore, this chapter makes reference to laudable investments that could unleash shared value. It implies that CSR2.0 demands business to build adaptive approaches with stakeholders for the benefit of the firm and for societal advancement.

Integrating Project Strategy for Sustainable Development

2013 ◽  
pp. 201-220
Author(s):  
Lynn A. Keeys ◽  
Martina Huemann ◽  
Rodney Turner
Keyword(s):  
Sustainable Development ◽  
Conceptual Framework ◽  
Stakeholder Management ◽  
Corporate Sustainability ◽  
Business Case ◽  
Lead Author ◽  
Sustainability Strategy ◽  
Process Perspective ◽  
Initiation Stage ◽  
Project Strategy

This chapter proposes a conceptual framework for integrating project strategy for Sustainable Development (SD) within the context of corporate sustainability strategy. Project SD strategy is the missing link between SD at the corporate level and project level. The framework draws on a literature review of concepts, definitions, and theories in strategic management, corporate sustainability, and projects. The conceptual framework presented in this book chapter has six key components. These are: (1) corporate sustainability strategy; (2) project understanding of SD and SD business case; (3) strategizing at project initiation stage; (4) project autonomy to negotiate and adapt in the project context; (5) project capability to translate corporate SD strategy to project SD strategy; and (6) project capability in stakeholder management. The premise of the framework is the compatibility of the socially constructed realities of the project and SD, as indicated in SD and project literature. The aim is to help develop new knowledge and insight into how business can integrate SD principles into core business operations such as projects from a process perspective, rather than sustainability content perspective. This chapter is based on doctoral dissertation research by the lead author.

scholarly journals Sustainability Mindsets for Strategic Management: Lifting the Yoke of the Neo-Classical Economic Perspective

2020 ◽  
Vol 12 (17) ◽  
pp. 6977 ◽  
Author(s):  
Gerard Farias ◽  
Christine Farias ◽  
Isabella Krysa ◽  
Joel Harmon
Keyword(s):  
Business Strategy ◽  
Corporate Sustainability ◽  
Business Case ◽  
Future Generations ◽  
Inadequate Response ◽  
Economic Perspective ◽  
Financial Outcomes ◽  
Business Context ◽  
Classical Economic ◽  
The Right

While sustainability has attracted the attention of managers and academicians for over two decades, the macro-level indicators of sustainability are not moving in the right direction. Climate change continues to be an existential threat for humanity and other indicators of sustainability do not fare much better. The logic of the business case and the associated framing of tension between financial outcomes and sustainability have generated a limited and inadequate response to the existential challenges before humanity today. In this essay, we analyze the evolution of sustainability in the business context and call for a recognition that social and environmental outcomes must supersede economic ones in corporate sustainability thinking. We call for a widening of the spatial, temporal, and moral lenses in the formulation and execution of business strategy to ensure that it is in alignment with the needs of current and future generations of humanity and proportionate to planetary conditions.

Beyond the business case for corporate sustainability

2002 ◽  
Vol 11 (2) ◽  
pp. 130-141 ◽  
Author(s):  
Thomas Dyllick ◽  
Kai Hockerts
Keyword(s):  
Corporate Sustainability ◽  
Business Case

The Corporate Sustainability and Responsibility Proposition

2018 ◽  
pp. 1371-1385
Author(s):  
Mark Anthony Camilleri
Keyword(s):  
Corporate Social Performance ◽  
Corporate Citizenship ◽  
Social Performance ◽  
Empirical Studies ◽  
Corporate Sustainability ◽  
Business Case ◽  
Shared Value ◽  
Creating Shared Value ◽  
Rival Firms ◽  
Corporate Social

This chapter deliberates on the business case for CSR. It contends that corporations are capable of implementing responsible behaviors as they pursue their profit-making activities. A thorough literature review suggests that there is a link between corporate social responsibility (CSR) or corporate social performance (CSP) and financial performance. In addition, there are relevant theoretical underpinnings and empirical studies that have used other constructs, including corporate citizenship, stakeholder engagement and business ethics. In this light, this contribution reports on how CSR is continuously evolving to reflect today's societal realities. Therefore, it raises awareness of key notions representing strategic CSR, creating shared value and corporate sustainability and responsibility (CSR2.0). This latter perspective suggests that responsible behavioral practices may be strategically re-conceived to confer competitive advantage over rival firms. Therefore, this chapter makes reference to laudable investments that could unleash shared value. It implies that CSR2.0 demands business to build adaptive approaches with stakeholders for the benefit of the firm and for societal advancement.

scholarly journals Critical Discourse Analysis: A Critical Approach To Expose Hidden Realities In The Discourse Of Sustainable Development

2019 ◽  
Vol 15 (2) ◽  
pp. 1-13
Author(s):  
Masood Ahmed ◽  
Keyword(s):  
Sustainable Development ◽  
Critical Discourse Analysis ◽  
Corporate Sustainability ◽  
Business Case ◽  
Critical Discourse ◽  
Critical Approach ◽  
Dominant Discourse ◽  
Social Environmental ◽  
Critical Discourses ◽  
Business As Usual

The acceptability of sustainable development as the concept to response to increasing social environmental challenges has led many firms to adopt sustainable development in the form of corporate sustainability. However, the evidence show there is little impact of the so called sustainable activities of the firms on the society and environment and business as usual continues. In the paper it is suggested that to understand why such impact has not occurred we need to look at the current discourses on sustainable development and corporate sustainability through the lens of critical theory and its methodology of critical discourses analysis. Major discourses prevailing in Sustainable Development and Corporate Sustainability have been discussed. It is found out that dominant discourse of Business Case for Sustainability is marginalizing the other discourses that favor nature or society over economics as the central theme of sustainability. The implications of the findings is such that unless the dominant discourse Business Case for Sustainability is not challenged the goals of Sustainable Development would remain elusive and the path towards social and environmental degradation would continue.

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