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Voorbeeld 2 van de 14 pagina's
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Summary Articles BSILecture 1
Schaltegger, S., Hansen, E.G., & Spitzeck, H. (2016). Corporate sustainability management. In H.
Heinrichs, P. Martens, G. Michelsen, & A. Wiek (Eds.), Sustainability Science (pp. 85-97). Springer,
Dordrecht. https://doiorg.proxy.library.uu.nl/10.1007/978-94-017-7242-6_7
Sustainability triangle = a conceptual framework for corporate sustainability. Aims at economic, eco-
and socio-effectiveness by integrating and linking the economic, environmental and social
dimensions through the concepts of eco-efficiency, socio-efficiency and eco-justice.
Environemntal issues became a particular focus (pollution prevention, clean production and
environmental services).
Main reasons for dealing with sustainability issues are to secure legitimacy (social acceptance) and to
improve internal organization of the company
Motivations to deal with sustainability issues for large companies:
Overall, corporate management may be motivated by various reasons..
Sustainability management has been informed by the vision of integrating environmental, social and
economic perspectives into corporate management.
Factors motivating companies to consider sustainability in their business model:
The sustainability triangle of perspectives of corporate sustainability management:
The social, environmental and economic perspectives, as well
as the interrelationships between them. The main challenge
for sustainability management is to integrate all these
different aspects. Not only interdisciplinary but also
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, transdisciplinary efforts (collaboration within firms, between firms and across sectors).
Transdisciplinary collaboration in which various sectors and disciplines work together on solutions is
necessary.
Transdisciplinary collaboration:
- Academics-led disciplinary collaboration
- Practitioner-led disciplinary joint projects
- Interdisciplinary basic research
- Cross functional corporate projects
Conclusion
Sustainability management is a concept to support companies in overcoming trade-offs between
economic, environmental and social interests. To make sustainability management successful in
corporations, collaboration is key, in a transdisciplinary sense, across organizations, sectors and
disciplines.
Sustainability management lowers risks and creates opportunities and thus can create competitive
advantages for sustainability leaders. Their actions create value for communities, the environment
and society as a whole creating shared value.
So in sum: sustainability management attempts to create value for the company and society alike.
Zadek S. (2007). The Path to Corporate Responsibility. In W.C. Zimmerli, M. Holzinger,
& K. Richter (Eds.), Corporate Ethics and Corporate Governance (pp. 159-172).
Springer, Berlin, Heidelberg. https://doi.org/10.1007/978-3-540-70818-6_13
5 discernable stages in how they handle corporate responsibility:
1. Defensive stage It’s not our job to fix that: unexpected criticism.
2. Compliance stage We will do just as much as we have to: corporate policy must be
established and observed.
3. Managerial stage It’s the business, stupid: company realizes that it’s facing a long-term
problem that cannot be swatted away with attempts at compliance or a public relations
strategy.
4. Strategic stage It gives us a competitive edge: realigning its strategy to address
responsible business practices can give it a leg up on the competition and contribute to the
organization’s long-term success.
5. Civil stage We need to make sure everybody does it: companies promote collective
action to address society’s concerns.
Companies need to be able to predict and credibly respond to society’s changing awareness of
particular issues.
The civil-learning tool intended to help companies see where they and their competitors fall on a
particular societal issue. It can help organizations figure out how to develop and position their future
business strategies in ways that society will embrace.
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