INTRODUCTION
In the last decades, the triple-bottom line performance evaluation of a firm, a concept that reflects the growing tendency of stakeholders to evaluate organizational performance on the basis of economic prosperity (i.e., profits), environmental quality (i.e., the planet), and social justice (i.e., people) has emerged (Elkington 1997). Interestingly, a unique observation has begun to take hold. Specifically, many observers contend that while organizations play a major role in causing ecological problems, they could also obtain various benefits from practices that have a positive impact on the environment (Henri and Journeault, 2006). In association, managers, shareholders, academics and other stakeholders have begun to think
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It not only requires investments in green product and manufacturing technologies, employee skills, organizational competencies, formal management systems and procedures, but also in the reconfiguration of the strategic planning process. To date, existing approaches are still so fragmented and disconnected from business strategy in such a way as to obscure many of the greatest opportunities for companies to benefit society via such an approach (Porter and Kramer, 2006). Yet, it has been suggested that if corporations would analyze their prospects for environmental responsibility using the same frameworks that guide their core business choices, they would discover that environmental management can be much more than a cost or a constraint; it could, in essence, be a source of opportunity, innovation, and competitive advantage (Porter and Kramer, 2006).
From such a perspective, one can view environmental responsibility as not merely a cost, but also an investment for an organization. Inimitable intangible resources, such as a firm’s human resources and its capability to endorse innovation and creativity can be key drivers of a firm’s competitive advantage and can be used to reach environmental goals. For example, Alfred Marshall, a classic economist, states that the most valuable capital of all is that invested in human beings (Marshall, 2011 ed., p. 324). If this is the case, then effective and
Businesses who participate in environmentally friendly practices will become more profitable. There are difficulties and costs that a business will face and profit takes time but is proven to positively impact a business. “The reluctance to address the forces that are polluting the planet always comes down to money (Smith, “6 Reasons Nations Don't Go Green.”). Implementing environmentally friendly practices within a company “will win them customers, and increase profits” (McDonald, “Why Do (or Don’t) Companies Go Green?”). Many global companies today carry out environmental management tools to adapt to environmentally friendly practices, which helps gain customers, and in turn becomes more profitable. In this paper, I will go into further detail explaining why businesses should be more environmentally friendly, the benefits to be gained, costs that come with being environmentally friendly, and management ways that help a company become environmentally friendly.
Many firms are learning that being environmentally friendly and sustainable has numerous benefits. (O.C Ferrell, Fraedrich, Ferrell, 2015). This could enable them to increase goodwill from various stakeholders and also save money in the long term. This will mean that they are being more efficient and less wasteful of resources, which will enable them to be more competitive by satisfying stakeholders. The CEO of
As we have seen an increase in awareness around sustainability and climate change, with the help of Al Gore’s Inconvenient Truth documentary in 2006, we see organizations moving towards mitigating the effects of climate change in various ways (Al Gore, n.d). As this corporate social responsibility has become more prevalent, organizations are now pushing their green agenda by publishing sustainability reports, doing mass marketing and implementing sustainable business practices to portray the image that they too are working towards protecting the earth’s natural environment all the while focusing on their underlying goal of selling their products and
To a regular person, the global concern about ‘going green’ might appear as a result of speculation from nervous politicians and alarmed citizens. But the reality is totally different. In recent years, businesses have gained much knowledge about the impact of their activities on environment and in turns their customers. Businesses are successively venturing to earn greater revenues. In this process, they are trying out every best possibility to entice their contributors- from customers to investors. Regardless to say, stakeholders these days are more socially responsible than ever. So to keep up to their expectations, businesses are also trying to expand or limit their activities to save the environment- from doing relentless research on lowering waste to lean management and even trying out various eco-friendly activities. Despite of all these, the ultimate question remains unanswered if it is financially beneficial to adapt those initiatives that is going to serve the
“Businesses are an integral part of the communities in which they operate. Good executives know that their long-term success is based on continued good relations with a wide range of individuals, groups and institutions. Smart firms know that business can’t succeed in societies that are failing—whether this is due to social or environmental challenges, or governance problems. Moreover, the general public has high expectations of the private sector in terms of responsible behavior. Consumers expect goods and services to reflect socially and environmentally responsible business behavior at competitive prices. Shareholders also are searching for enhanced financial performance that integrates social and environmental
Strategies within a business environment are crucial for the current and future success of the company. Understanding the processes involved help create the proper operations needed to be successful within a industry. I have chosen the manufacturing and retail industry mainly surrounding Walmart’s current sustainability efforts. According to Collier and Evens (2015), “Sustainability refers to an organizations ability to strategically address current business needs and successfully develop a long-term strategy that embraces opportunities and manages risk for all products, systems, supply chains and processes to preserve resources for future generations”. Sustainability is compiled of three distinct categories Environmental, Social and Economic sustainability.
While corporations are driven by the vast engine of consumer satisfaction, many are also responsible for significant environmental destruction (VanDeVeer and Pierce 546). Since business always aim to increase revenue
The researchers of “Green to Gold” have put together three viable reasons for, as they say, “adding the environmental lens” to business practices (Esty and Winston 11):
It is no mystery that companies exist and desire to make a profit from their product or service being offered. However, it is becoming increasing popular that companies desire to achieve social responsibility in order to increase their public image, which in turn should lead to increased profits. In this class, we learned that social responsibility is the duty to take an action that will benefit the interests of society and the organization (Kinicki & Williams 2011). One of the ways to become more socially responsible that is adopted by many companies is through green management, which is referred to using various policies to reduce environmental problems (Tim Barnett, n.d.). More and more
Environmental sustainability forces businesses to look beyond making short term gains and look at the long term impact they
In today’s society corporations have a responsibility to the environment as well as to making a profit. A range of social and environmental issues and what is expected of the modern day corporation will be discussed along
Corporate social responsibility has been one the key business buzz words of the 21st century. Consumers' discontent with the corporation has forced it to try and rectify its negative image by associating its name with good deeds. Social responsibility has become one of the corporation's most pressing issues, each company striving to outdo the next with its philanthropic image. People feel that the corporation has done great harm to both the environment and to society and that with all of its wealth and power, it should be leading the fight to save the Earth, to combat poverty and illness and etc. "Corporations are now expected to deliver the good, not just the goods; to pursue
Companies with different sizes and structures understand that having sustainable operations is extremely important and they do so by balancing the 3 dimensions of the TBL concept. Environmental sustainability is related to the reduction of the footprint left by the company on the environment. Social sustainability shifts the focus to both internal communities (i.e., employees) and external ones (Pullman et al., 2009). In order to enhance their social reputation companies engage in Corporate Social Responsibility (CSR) (Fombrun, 2005). Corporate Social Responsibility requires companies to acknowledge that they should be publicly accountable not only for their financial performance but also for their social and environmental record (CBI, 2001) and, by relating the TBL concept to CSR, it can be suggested that companies not only need to engage in socially and environmentally responsible behaviour, but, also, that positive financial gains can be made in the process (Gimenez et al, 2012).
As people get more aware of the environmental issues, the demand of sustainable products will rise. Many companies believes that as you get more environmental friendly, the level of competitiveness will decline. This is not the case as the authors of the article “Why sustainability is now the key driver of innovation” describe. They believe that it is a smart move to conform to the rules before they are enforced.
Our primary interest is to assess the adequacy of the literature in informing corporate managers how, when, and where to make pro-environment investments that will pay off with financial returns for long-term shareholders. To do so, we create a conceptual framework that maps the influence of regulators, public health scientists, environmental advocates, consumers, employees, and other interested parties upon corporate financial returns. Our discussion has relevance to all parties interested in influencing corporate actions that affect the environment."