The Experts below are selected from a list of 225252 Experts worldwide ranked by ideXlab platform
Stefan Schaltegger - One of the best experts on this subject based on the ideXlab platform.
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In Search of the Dominant Rationale in Sustainability Management: Legitimacy- or Profit-Seeking?
Journal of Business Ethics, 2017Co-Authors: Stefan Schaltegger, Jacob HörischAbstract:The academic debate why and how companies are dealing with Sustainability is dominated by two main arguments—the profit-seeking and the legitimacy-seeking view. While the first argues that companies (only) establish Sustainability Management measures if this helps to increase their economic success, others emphasize that companies predominantly react on societal pressure dealing with Sustainability (only) to secure legitimacy. Whereas both lines of argument have gained a lot of attention in academia, little is known about their relative importance in shaping corporate practice. This papers aims to fill this gap with an empirical analysis of corporate practices of large companies in ten countries worldwide. To capture the organizations’ rationale in Sustainability Management practice, we systematically applied various measures related to actors and operational activities focusing on the companies’ intention to pursue Sustainability Management, the integration of Sustainability Management to the core business, and the actual implementation of related measures. Overall the findings indicate that seeking legitimacy dominates corporate Sustainability Management practices.
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innovating corporate accounting and reporting for Sustainability attributes and challenges
Sustainable Development, 2017Co-Authors: Stefan Schaltegger, Igor Alvarez Etxeberria, Eduardo OrtasAbstract:The environmental and social impacts of companies and their processes, products and supply chains are a widespread concern. At the same time, such impacts provide opportunities for firms to engage in Sustainability practices, to transform their businesses or to start new ventures contributing to sustainable development. In this context, innovation can be an important supportive vehicle for developing corporate Sustainability Management and accounting practices to effectively contribute to sustainable development. Based on the six attributes proposed by Baregheh et al. ( ) to characterise innovations, this paper discusses what innovation in accounting for Sustainability may encompass. Although significant efforts have been made, a reorientation and more research are needed to develop corporate accounting approaches to address environmental and social challenges more effectively. Copyright © 2017 John Wiley & Sons, Ltd and ERP Environment
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two decades of Sustainability Management tools for smes how far have we come
Journal of Small Business Management, 2016Co-Authors: Matthew Johnson, Stefan SchalteggerAbstract:Many scholars have emphasized the importance of Sustainability Management in small and medium-sized enterprises (SMEs). Although various publications discuss different approaches and potential barr...
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Corporate Sustainability Management
Sustainability Science, 2016Co-Authors: Stefan Schaltegger, Erik G. Hansen, Heiko SpitzeckAbstract:This chapter provides a practice-oriented introduction to corporate Sustainability Management for students. It first introduces a brief history of corporate Sustainability in businesses with reference to selected critical incidents (e.g., accidents environmental pollution) and pioneering firms and (sustainable) entrepreneurs which have developed proactive Sustainability strategies and practices already several decades ago. Then the Sustainability triangle, a conceptual framework for corporate Sustainability, is presented. It 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. This heuristic helps to classify Sustainability Management practices, relate them to each other, check for their synergies, and discuss how to overcome potential trade-offs. For the implementation of Sustainability Management in practice, collaboration between various actors is necessary. The reminder of the chapter therefore introduces various forms of collaboration available to businesses in order to engage with value chain partners and broader societal partners. Ultimately, the collaboration forms are classified into interdisciplinary and transdisciplinary approaches. Each text part contains various questions addressing the readers for their own reflection of current practices concerning the introduced concepts. The chapter ends with a brief conclusion.
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Implementation of Sustainability Management and Company Size: A Knowledge-Based View
Business Strategy and the Environment, 2015Co-Authors: Jacob Hörisch, Matthew P. Johnson, Stefan SchalteggerAbstract:Implementing corporate Sustainability strategies requires knowledge and application of Sustainability Management tools. While much progress has been made in developing such tools in both small and medium-sized enterprises (SMEs) and large companies, the literature claims company size positively affects application. However, the role of knowledge as a mediating factor has not yet been investigated. Using the knowledge-based view as a theoretical underpinning, this paper draws on empirical survey data from SMEs and large companies in Germany. It analyzes how company size affects the degree of knowledge and application of Sustainability Management tools. Even though the results reaffirm that SMEs know and apply significantly less tools, company size does not influence the share of tools applied once they are known. Thus, knowledge is identified as a key difference between SMEs and large companies as well as an important mediator to promote Sustainability Management. Copyright © 2014 John Wiley & Sons, Ltd and ERP Environment
Evi Hartmann - One of the best experts on this subject based on the ideXlab platform.
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Sustainability Management beyond organizational boundaries sustainable supplier relationship Management in the chemical industry
Journal of Cleaner Production, 2013Co-Authors: Thomas Leppelt, Kai Foerstl, Carsten Reuter, Evi HartmannAbstract:Abstract Sustainable supplier relationship Management (SSRM) has become crucial in companies’ Sustainability efforts. A firm’s corporate image, in terms of economical, environmental and social behavior, heavily depends on its supply chain and the Sustainability performance of each and every chain link, including suppliers and sub-suppliers. In a multiple case study of seven European chemical companies, we investigate how firms manage their supplier relations in interdependent situations. Our results provide evidence that Sustainability leaders intensively invest in SSRM practices in order to manage Sustainability even beyond their corporate boundaries. Additionally, we identified corporate strategy alignment, risk perception and the listing in Sustainability indices as key influential factors, which foster and limit a focal firm’s engagement in SSRM. The contribution of this paper is twofold: First, in-depth insights on how Sustainability leaders within the chemical industry introduce Sustainability into their supplier relationship Management processes are presented and compared to the practices of Sustainability followers . Second, the neglected impact of making Sustainability a priority in the focal firms’ relationship with their suppliers is examined through in-depth case studies.
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Sustainability Management beyond organizational boundaries–sustainable supplier relationship Management in the chemical industry
Journal of Cleaner Production, 2013Co-Authors: Thomas Leppelt, Kai Foerstl, Carsten Reuter, Evi HartmannAbstract:Sustainable supplier relationship Management (SSRM) has become crucial in companies’ Sustainability efforts. A firm’s corporate image, in terms of economical, environmental and social behavior, heavily depends on its supply chain and the Sustainability performance of each and every chain link, including suppliers and sub-suppliers. In a multiple case study of seven European chemical companies, we investigate how firms manage their supplier relations in interdependent situations. Our results provide evidence that Sustainability leaders intensively invest in SSRM practices in order to manage Sustainability even beyond their corporate boundaries. Additionally, we identified corporate strategy alignment, risk perception and the listing in Sustainability indices as key influential factors, which foster and limit a focal firm’s engagement in SSRM. The contribution of this paper is twofold: First, in-depth insights on how Sustainability leaders within the chemical industry introduce Sustainability into their supplier relationship Management processes are presented and compared to the practices of Sustainability followers. Second, the neglected impact of making Sustainability a priority in the focal firms’ relationship with their suppliers is examined through in-depth case studies.
Thomas Leppelt - One of the best experts on this subject based on the ideXlab platform.
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Sustainability Management beyond organizational boundaries sustainable supplier relationship Management in the chemical industry
Journal of Cleaner Production, 2013Co-Authors: Thomas Leppelt, Kai Foerstl, Carsten Reuter, Evi HartmannAbstract:Abstract Sustainable supplier relationship Management (SSRM) has become crucial in companies’ Sustainability efforts. A firm’s corporate image, in terms of economical, environmental and social behavior, heavily depends on its supply chain and the Sustainability performance of each and every chain link, including suppliers and sub-suppliers. In a multiple case study of seven European chemical companies, we investigate how firms manage their supplier relations in interdependent situations. Our results provide evidence that Sustainability leaders intensively invest in SSRM practices in order to manage Sustainability even beyond their corporate boundaries. Additionally, we identified corporate strategy alignment, risk perception and the listing in Sustainability indices as key influential factors, which foster and limit a focal firm’s engagement in SSRM. The contribution of this paper is twofold: First, in-depth insights on how Sustainability leaders within the chemical industry introduce Sustainability into their supplier relationship Management processes are presented and compared to the practices of Sustainability followers . Second, the neglected impact of making Sustainability a priority in the focal firms’ relationship with their suppliers is examined through in-depth case studies.
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Sustainability Management beyond organizational boundaries–sustainable supplier relationship Management in the chemical industry
Journal of Cleaner Production, 2013Co-Authors: Thomas Leppelt, Kai Foerstl, Carsten Reuter, Evi HartmannAbstract:Sustainable supplier relationship Management (SSRM) has become crucial in companies’ Sustainability efforts. A firm’s corporate image, in terms of economical, environmental and social behavior, heavily depends on its supply chain and the Sustainability performance of each and every chain link, including suppliers and sub-suppliers. In a multiple case study of seven European chemical companies, we investigate how firms manage their supplier relations in interdependent situations. Our results provide evidence that Sustainability leaders intensively invest in SSRM practices in order to manage Sustainability even beyond their corporate boundaries. Additionally, we identified corporate strategy alignment, risk perception and the listing in Sustainability indices as key influential factors, which foster and limit a focal firm’s engagement in SSRM. The contribution of this paper is twofold: First, in-depth insights on how Sustainability leaders within the chemical industry introduce Sustainability into their supplier relationship Management processes are presented and compared to the practices of Sustainability followers. Second, the neglected impact of making Sustainability a priority in the focal firms’ relationship with their suppliers is examined through in-depth case studies.
Kai Foerstl - One of the best experts on this subject based on the ideXlab platform.
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Sustainability Management beyond organizational boundaries sustainable supplier relationship Management in the chemical industry
Journal of Cleaner Production, 2013Co-Authors: Thomas Leppelt, Kai Foerstl, Carsten Reuter, Evi HartmannAbstract:Abstract Sustainable supplier relationship Management (SSRM) has become crucial in companies’ Sustainability efforts. A firm’s corporate image, in terms of economical, environmental and social behavior, heavily depends on its supply chain and the Sustainability performance of each and every chain link, including suppliers and sub-suppliers. In a multiple case study of seven European chemical companies, we investigate how firms manage their supplier relations in interdependent situations. Our results provide evidence that Sustainability leaders intensively invest in SSRM practices in order to manage Sustainability even beyond their corporate boundaries. Additionally, we identified corporate strategy alignment, risk perception and the listing in Sustainability indices as key influential factors, which foster and limit a focal firm’s engagement in SSRM. The contribution of this paper is twofold: First, in-depth insights on how Sustainability leaders within the chemical industry introduce Sustainability into their supplier relationship Management processes are presented and compared to the practices of Sustainability followers . Second, the neglected impact of making Sustainability a priority in the focal firms’ relationship with their suppliers is examined through in-depth case studies.
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Sustainability Management beyond organizational boundaries–sustainable supplier relationship Management in the chemical industry
Journal of Cleaner Production, 2013Co-Authors: Thomas Leppelt, Kai Foerstl, Carsten Reuter, Evi HartmannAbstract:Sustainable supplier relationship Management (SSRM) has become crucial in companies’ Sustainability efforts. A firm’s corporate image, in terms of economical, environmental and social behavior, heavily depends on its supply chain and the Sustainability performance of each and every chain link, including suppliers and sub-suppliers. In a multiple case study of seven European chemical companies, we investigate how firms manage their supplier relations in interdependent situations. Our results provide evidence that Sustainability leaders intensively invest in SSRM practices in order to manage Sustainability even beyond their corporate boundaries. Additionally, we identified corporate strategy alignment, risk perception and the listing in Sustainability indices as key influential factors, which foster and limit a focal firm’s engagement in SSRM. The contribution of this paper is twofold: First, in-depth insights on how Sustainability leaders within the chemical industry introduce Sustainability into their supplier relationship Management processes are presented and compared to the practices of Sustainability followers. Second, the neglected impact of making Sustainability a priority in the focal firms’ relationship with their suppliers is examined through in-depth case studies.
Carsten Reuter - One of the best experts on this subject based on the ideXlab platform.
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Sustainability Management beyond organizational boundaries sustainable supplier relationship Management in the chemical industry
Journal of Cleaner Production, 2013Co-Authors: Thomas Leppelt, Kai Foerstl, Carsten Reuter, Evi HartmannAbstract:Abstract Sustainable supplier relationship Management (SSRM) has become crucial in companies’ Sustainability efforts. A firm’s corporate image, in terms of economical, environmental and social behavior, heavily depends on its supply chain and the Sustainability performance of each and every chain link, including suppliers and sub-suppliers. In a multiple case study of seven European chemical companies, we investigate how firms manage their supplier relations in interdependent situations. Our results provide evidence that Sustainability leaders intensively invest in SSRM practices in order to manage Sustainability even beyond their corporate boundaries. Additionally, we identified corporate strategy alignment, risk perception and the listing in Sustainability indices as key influential factors, which foster and limit a focal firm’s engagement in SSRM. The contribution of this paper is twofold: First, in-depth insights on how Sustainability leaders within the chemical industry introduce Sustainability into their supplier relationship Management processes are presented and compared to the practices of Sustainability followers . Second, the neglected impact of making Sustainability a priority in the focal firms’ relationship with their suppliers is examined through in-depth case studies.
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Sustainability Management beyond organizational boundaries–sustainable supplier relationship Management in the chemical industry
Journal of Cleaner Production, 2013Co-Authors: Thomas Leppelt, Kai Foerstl, Carsten Reuter, Evi HartmannAbstract:Sustainable supplier relationship Management (SSRM) has become crucial in companies’ Sustainability efforts. A firm’s corporate image, in terms of economical, environmental and social behavior, heavily depends on its supply chain and the Sustainability performance of each and every chain link, including suppliers and sub-suppliers. In a multiple case study of seven European chemical companies, we investigate how firms manage their supplier relations in interdependent situations. Our results provide evidence that Sustainability leaders intensively invest in SSRM practices in order to manage Sustainability even beyond their corporate boundaries. Additionally, we identified corporate strategy alignment, risk perception and the listing in Sustainability indices as key influential factors, which foster and limit a focal firm’s engagement in SSRM. The contribution of this paper is twofold: First, in-depth insights on how Sustainability leaders within the chemical industry introduce Sustainability into their supplier relationship Management processes are presented and compared to the practices of Sustainability followers. Second, the neglected impact of making Sustainability a priority in the focal firms’ relationship with their suppliers is examined through in-depth case studies.
