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Summary Multinational Corporation and Sustainability Articles
- Instelling
- Radboud Universiteit Nijmegen (RU)
Summary of articles year 2024/2025
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Multinational Corporation and SustainabilityArticles 2024-2025
Table of Contents
, ARTICLE: Dyllick, T., & Muff, K. (2016). Clarifying the meaning of sustainable business: Introducing a typology from business-as-
usual to true business sustainability. Organization & Environment, 29(2), 156-174.......................................................................3
ARTICLE: United Nations Global Compact (2016). The UN Global Compact Ten Principles and the Sustainable Development
Goals: Connecting, Crucially.............................................................................................................................................................5
Lecture 2: Value creation for sustainability............................................................................................................................... 7
ARTICLE: Crane, A., Palazzo, G., Spence, L. J., & Matten, D. (2014). Contesting the value of “creating shared value”. California
Management Review, 56(2), 130-153..............................................................................................................................................7
ARTICLE: Levänen, J., Hossain, M., & Wierenga, M. (2022). Frugal innovation in the midst of societal and operational
pressures. Journal of Cleaner Production, 347, 131308...................................................................................................................8
ARTICLE: Porter, M. E. & Kramer. M. R. (2011). Creating Shared Value. Harvard Business Review, 89, 63-77..............................10
Lecture 3: Stakeholder management for sustainability........................................................................................................... 14
ARTICLE: Lawrence, A. T. (2010). Managing disputes with nonmarket stakeholders: Wage a fight, withdraw, wait, or work it
out? California Management Review, 53(1), 90-113.....................................................................................................................14
ARTICLE: Phillips, R., Freeman, R. E., & Wicks, A. C. (2003). What stakeholder theory is not. Business Ethics Quarterly, 13(4),
479-502. (Vaag artikel)...................................................................................................................................................................15
ARTICLE: Yaziji, M. (2004). Turning gadflies into allies. Harvard Business Review, 82(2), 110-5...................................................16
Lecture 4: Sustainability reporting and greenwashing............................................................................................................. 18
ARTICLE: Bromley, P., & Powell, W. W. (2012). From smoke and mirrors to walking the talk: decoupling in the contemporary
World. Academy of Management Annals, 6(1), 483– 530.............................................................................................................18
ARTICLE: Wickert, C., Scherer, A. G., & Spence, L. J. (2016). Walking and talking corporate social responsibility: Implications of
firm size and organizational cost. Journal of Management Studies, 53(7), 1169-1196................................................................20
ARTICLE: Herzig, C., & Kühn, A.-L. 2017. Corporate Responsibility Reporting, in: Rasche, A., Morsing, M., & Moon, J. (Eds).
Corporate Social Responsibility: Strategy, Communication, Governance. Cambridge University Press: Cambridge, UK..............22
Lecture 5: Organizational challenges and tensions associated with sustainability....................................................................24
ARTICLE: Jarzabkowski, P. A., & Lê, J. K. (2017). We have to do this and that? You must be joking: Constructing and responding
to paradox through humor. Organization studies, 38(3-4), 433-462 (read until method section)................................................24
ARTICLE: Smith, W. K., & Lewis, M. W. (2011). Toward a theory of paradox: A dynamic equilibrium model of organizing.
Academy of Management Review, 36(2), 381-403........................................................................................................................25
Lecture 6: Lecture 6: Sustainable global value chains.............................................................................................................. 28
ARTICLE: Linton, J. D., Klassen, R., & Jayaraman, V. (2007). Sustainable supply chains: An introduction. Journal of Operations
Management, 25(6), 1075–1082...................................................................................................................................................28
ARTICLE: Huq, F. A, Chowdhury, I. N., & Klassem, R. D. (2016). Social management capabilities of multinational buying firms
and their emerging market suppliers: An exploratory study of the clothing industry. Journal of Operations Management,
46,19-37.........................................................................................................................................................................................29
ARTICLE: Narula, R. (2019). Enforcing higher labor standards within developing country value chains: Consequences for MNEs
and informal actors in a dual economy. Journal of International Business Studies, 50(9), 1622–1635........................................30
Lecture 7: Consultation session.............................................................................................................................................. 31
Lecture 8: Multi-sector partnership for MNCs......................................................................................................................... 32
ARTICLE: Selsky, J. W., & Parker, B. (2005). Cross-Sector Partnerships to address social issues: Challenges to theory and
practice. Journal of Management, 31(6), 849-873........................................................................................................................32
ARTICLE: Bhanji, Z., & Oxley, J. E. (2013). Overcoming the dual liability of foreignness and privateness in international
corporate citizenship partnerships. Journal of International Business Studies, 44, 290-311.........................................................34
Lecture 9: MNCs and local community engagement................................................................................................................ 36
ARTICLE: Ho, S. S. H., Ho, C. H., & Shapiro, D. (2022). Can Corporate Social Responsibility Lead to social license? A sentiment
and emotion Analysis. Journal of Management Studies, 61(2), 1-32............................................................................................36
, ARTICLE: Travis Selmier II, W., Newenham-Kahindi, A., & Oh, C. H. (2015). Understanding the words of relationships: Language
as an essential tool to manage CSR in communities of place. Journal of International Business Studies, 46, 153–179...............38
Lecture 1: What is sustainability?
ARTICLE: Dyllick, T., & Muff, K. (2016). Clarifying the meaning of sustainable business: Introducing a typology from
business-as-usual to true business sustainability. Organization & Environment, 29(2), 156-174.
Introduction
Dyllick and Muff address the growing prevalence of sustainability management among major corporations,
highlighting a significant disconnect between the micro-level progress of these companies and the macro-level
deterioration of the planet's state.
They pose two critical questions:
1. How businesses can effectively contribute to addressing sustainability challenges and
2. When a business can be considered truly sustainable.
Sustainable business and sustainable development: The Big Disconnect
The "Sustainable Business and Sustainable Development: The Big Disconnect" discusses the disparity between the
sustainability efforts of businesses at the organizational level and the broader goals of sustainable development (SD)
on a global scale.
Despite an increasing number of companies claiming to adopt sustainable practices, the overall impact on
environmental and social issues remains insufficient, leading to a "big disconnect." This gap highlights the need
for businesses to not only integrate sustainability into their strategies but also to make meaningful contributions to
resolving global sustainability challenges.
Differentiation sustainable business models
- Focusing on Concerns (Inputs): This aspect focuses on the specific sustainability issues that businesses choose to
address, expanding beyond traditional economic concerns to include social and environmental dimensions.
- Focusing on Organizational Perspectives (Processes): This refers to the approaches and mindsets that businesses
adopt in integrating sustainability into their operations, shifting from an inside-out perspective (focusing on the
business itself) to an outside-in perspective (considering societal and environmental challenges).
- Focusing on Values Created (Outputs): This aspect examines the outcomes of business activities, moving from a
narrow focus on shareholder value to a broader value proposition that encompasses the triple bottom line—
people, planet, and profit—ultimately aiming to create value for the common good
Introducing a typology for Business sustainability
This framework allows for a clearer understanding of various approaches to business sustainability (BST) and helps
categorize existing models. The authors propose a typology that ranges from
- Business Sustainability 1.0 Refined shareholder value management: This level is characterized by refined
shareholder value management, where companies primarily focus on financial performance while making
minimal efforts to address sustainability issues.
- Business Sustainability 2.0 Managing for the Triple Bottom Line: At this level, businesses begin to manage for the
triple bottom line, integrating social, environmental, and economic concerns into their strategies and
operations, thus acknowledging the importance of sustainability.
- Business Sustainability 3.0 Truly Sustainable Business: This represents the highest level of sustainability, where
businesses actively contribute to solving societal and environmental challenges, creating value for the common
good. This level emphasizes a fundamental shift in organizational perspective from an inward focus to an
outward focus on broader sustainability issues.
, This typology emphasizes the progression toward a more profound commitment to solving sustainability challenges
and creating value for the common good
As companies move to more ambitious and more effective levels of BST, three important shifts take place:
1. The relevant concerns considered by business shift from economic concerns to three- dimensional concerns
(social, environmental, and economic) related to the sustainability challenges we are collectively facing.
2. The value created by business shifts from shareholder value to a broadened value proposition that includes all
three dimensions of the triple bottom line (people, planet, profit).
3. The shift in fundamental organizational perspectives, from an inside-out perspective with a focus on the
business itself to an outside-in perspective with a focus on society and the sustainability challenges it is facing.
This moves the value creation perspective from the triple bottom line to creating value for the common good
Conclusion
The conclusion of the article emphasizes the need for a clearer understanding of business sustainability (BST) and its
effective contributions to sustainable development (SD). The authors highlight three main contributions:
1. Clarification of BST: The article provides a framework that connects business sustainability to global
sustainability challenges, allowing for the assessment of companies' contributions to society and the planet.
2. Framework for Analysis: It introduces a framework for analyzing existing and emerging sustainable business
models, differentiating based on the concerns considered, organizational perspectives, and values created.
3. Typology of BST: The authors propose a typology that ranges from Business Sustainability 1.0 to 3.0, illustrating
the varying levels of sustainability engagement and the importance of moving toward true sustainability, which
involves addressing societal and planetary challenges.
Overall, the article aims to stimulate discussion on the meaning and types of BST, encouraging businesses to evolve
from traditional practices to more impactful, sustainable approaches that contribute to the common good
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