Forget moral imperatives. Leading for sustainability has become good business. Indeed, managers are facing increasing pressures from shareholders to justify the ‘business case’ for why organisations should “accept and advance” corporate sustainability initiatives (Carroll & Shabana 2010, p.1; Salzmann et al.2005). On the surface, there is nothing strange about this ‘logic’. According to this rationale, managers operate within a business context and are responsible for their company’s economic success
Assignment #2 – Business Writing Critical Review This review is a comparison of two reports, ‘What strategists need: A meeting of the minds’ (McKinsey and Company 2014) and ‘Sustainability at Telstra, Our Approach’ (Telstra 2013) in which both of the article’s persuasion techniques will be identified and compared. The McKinsey and Company (2014) article introduces an insight into the author’s pre-determined ideas of how the last 5 decades of theory and practice of business strategy have progressed
sacrifices or tradeoffs. The company, which Chris McKnett sits as Vice President, worked to integrate ESG into their company to cut overhead costs, but in the long run completed much more. As McKnett explains in his TED Talk Video, “The Investment Logic for Sustainability”: In 2012, State Street migrated fifty-four applications to the cloud environment and we retired another eighty-five. We virtualized our operating system environments, and we completed numerous automation projects. Now these initiatives create
have after gaining a Doctorate degree in Business to the advancement of the academic excellence. In the meantime, I realize that at the moment my business knowledge is predominantly empirical gained mostly from my background experience both professional and academic (MBA). It is wide in nature as it covers many aspects of business practices. Yet, I miss the depth of the business knowledge. Therefore, my understanding on a more theoretical background of business and economic phenomena is limited. Pursuing
INTRODUCTION In this journal article Niinimäki, Kirsi frames that Sustainability is fuzzy and wide concept and the discussion what to sustain continues, the resources or lifestyle. Furthermore how holistically the sustainability should be approached is under discussion. According to the holistic approach for environmental ethics ecosystems and biosphere as a whole should be considered, not individual’s rights. We also discuss how certain factors like Innovation, , Ethically in production and CSR
impact of sustainability on business. A sustainable system generally can be defined in environmental terminology as "a living system which operates in a way that it does not use up resources more quickly than they can be naturally replenished; a sustainable economic system operates in a way so that expenditures are either equal or less than the income." Sustainable social systems maintain that all members are allowed to contribute, thereby synthesizing the final product. Corporate sustainability alludes
Sustainability, Leadership and Innovation - Keys for Success Throughout this paper I will begin to look at the sustainability that has been put in place for Garmin International and how it affects the current and future leadership of the business. In addition to contributing to sustainable innovation to keep the company relevant and successful in a competitive technology race around the globe. This paper will focus on the keys for success that the company instills into its manufacturing, employees
marketing completion in order to gain sustainability business which accentuate the customer expectation and involved them during the process (Cova and Salle 2008). Therefore the way of thinking as a customer strongly needed and developed in service business as current symptom (Cova and Salle 2008). According to Grӧnroos (2008), the use of customer on contributing value should considered as a part of service process. The way of creating unique value on service business (Grӧnroos 2011) determine that the
The current issue and full text archive of this journal is available at www.emeraldinsight.com/0960-4529.htm MSQ 16,3 SERVICE LEADERS Values-based service brands: narratives from IKEA Bo Edvardsson and Bo Enquist Service Research Center, Karlstad University, Karlstad, Sweden, and 230 Michael Hay IKEA North America Abstract Purpose – The purpose of this paper is to present a model for values-based service brands grounded in values-based service management. In undertaking this task
framework was first introduced in the 1992 Harvard Business review article, ‘The Balanced Scorecard—Measures that Drive Performance.’ (Kaplan 2006) The purpose of the Balanced Scorecard is to harmonise the corporation’s strategy, operational objectives and performance measures so that they can be controlled to achieve goals. (Stevanovic et al. 2012, p.261) The BSC can be conceptualized as, “…a management system, which is structured according to the logic of the cyber-netic management circle (“plan-do-check-act”)