Can entrepreneurial orientation improve sustainable development through leveraging internal lean practices?

This study aims to examine the mediating role of internal lean practices (ILPs) on the relationship between entrepreneurial orientation and triple bottom line performance (i.e. environmental, social, and operational performance). We examine Chile, which represents a vibrant economy and one of the world's most productive entrepreneurship ecosystems but with a history of socio‐economic inequalities and strong profit‐driven pressures to overextract natural resources. The study is based on a questionnaire related to manufacturing sent to 112 companies in Chile. The proposed relationships are analysed through structural equation modelling. The results indicate that ILPs fully mediate the effect of entrepreneurial orientation on environmental performance and social performance and partially mediates the effect of entrepreneurial orientation on operational performance. Our study extends the literature by explaining that entrepreneurial orientation builds and strengthens ILPs for creating triple bottom line competitive advantage.     

Sustainable Entrepreneurship: A Convergent Process Model

Sustainable entrepreneurship pursues a triple bottom line approach of economic, social and ecological goals. The main aim of this paper is to add to our understanding of the process of sustainable entrepreneurship. Since the field of sustainable entrepreneurship is in a nascent stage, we conduct a qualitative study. We employ a multiple case study design to build theory. Based on four case studies we develop a model, which describes the process of sustainable entrepreneurship, including six phases: 1) recognizing a social or ecological problem; 2) recognizing a social or ecological opportunity; 3) developing a double bottom line solution; 4) developing a triple bottom line solution; 5) funding and forming of a sustainable enterprise; 6) creating or entering a sustainable market. By developing a convergent process model with two pathways, we make theoretical contributions to the emerging fields of sustainable entrepreneurship and social entrepreneurship. A key finding is that the triple bottom line of ecological, social and economic goals is integrated sequentially, not simultaneously. Copyright © 2015 John Wiley & Sons, Ltd and ERP Environment.     

The Triple Bottom Line: A Critical Review from a Transdisciplinary Perspective

The triple bottom line (TBL) has reformed management discourse by making sustainability part of the business agenda, yet increasingly the TBL has evolved into a proxy for sustainability, often visually depicted as the mutual maximization of economic, social and environmental dimensions. We use a sentiment analysis to show that the extant literature views the TBL favorably and uncritically, with only 8% of academic studies invoking the term negatively. Next, based on extant management literature, we show that two core assumptions underpin the TBL metaphor: win–win and firm‐level sustainability. Then we employ a transdisciplinary comparative analysis to contrast these assumptions with two ecological perspectives: strong sustainability and nested hierarchy. By drawing extensively from the literature of ecologically grounded sciences, our study contributes a critical evaluation of the TBL paradigm of sustainability.     

Leading corporate sustainability: The role of top management team composition for triple bottom line performance

Sustainable development at the corporate level requires balancing social, environmental, and financial performance goals. Achieving such “triple bottom line” (TBL) performance is a very challenging task. In this study, we explore the role the organization's top management team (TMT) plays in leading their organization towards corporate sustainability. We focus on how two distinct aspects of the TMT's structural composition—the presence of a “chief sustainability officer” (CSO) and the TMT's functional diversity—affect the organization's ability to reach high levels of TBL performance. We follow the presence of 22 global energy companies in Corporate Knight's “Global 100” sustainability index for a period of 11 years and find that, surprisingly, the presence of a CSO does not boost TBL performance. However, we do find a positive effect for TMT functional diversity, suggesting that more diverse TMTs are better able to lead their organization to higher levels of TBL performance.     

The central role of human resource management in the search for sustainable organizations

The aim of this article is to present the main contributions of human resource management to develop sustainable organizations. The relationship between human resources and organizational sustainability, which is based on economical, social and environmental performance, involves some important aspects concerning management such as innovation, cultural diversity and the environment. The integration of items from the triple bottom line approach leads to developing a model based on a strategic and central posture of human resource management. Based on this model, propositions and recommendations for future research on this theme are presented.     

Stakeholder Engagement in Sustainable Enterprise: Evolving a Conceptual Framework,and a Case Study of ITC

An intensive debate has been occurring among academics, consultants and corporate executives, resulting in many definitions of a more humane, more ethical and more transparent manner of conducting business. They have created, supported or criticized related concepts such as sustainable development, corporate citizenship, sustainable entrepreneurship, the triple bottom line, business ethics and corporate social responsibility (Van Marrewijk, 2003 ). In the midst of LPG (liberalization, privatization and globalization), with market expansion occurring and the customer base needing to be widened for long‐term profitability, can enterprise opt for sustainability through the stakeholder approach? Interestingly, the ITC (Imperial Tobacco Company) is a firm committed to the core values of sustainable development in agrobusiness and in other activities, which has made the corporation well known for its stand on sustainability. Hence, this study begins with a brief literature review on sustainable enterprise and an introduction to familiarize the reader with the case organization, to examine what has made the ITC remain a stalwart in sustainable development and to identify the factors that drive the ITC's vision of sustainability. Based on the identified factors, total interpretive structural modeling (TISM) has been used to evolve a framework of sustainable enterprises on the star model (Sushil, 2010 ), which explains the customer and the government as driving factors for sustainability along with the triple bottom line. To validate our study, data on surrogate measures of some of the variables have been taken from the annual reports of the ITC and the validation is performed using linear regression analysis. Finally, the future research scope and limitations of the study are discussed. Copyright © 2017 John Wiley & Sons, Ltd and ERP Environment     

Enhancing the role of human resource management in corporate sustainability and social responsibility: A multi-stakeholder,multidimensional approach to HRM

This paper focuses on the increased pressure for corporations to engage in corporate sustainability (CS) and corporate social responsibility (CSR) in order to address the current crisis of confidence in business, align their activities with the needs and expectations of a broader set of stakeholders, and help tackle the world's grand challenges. We argue that human resource management (HRM) has a potentially vital role to play in contributing to a firm's CS/CSR efforts, but so far has failed to deliver. We explore the reasons for this failure and discuss ways for HRM to play a more prominent role in the design and implementation of a firm's CS/CSR strategy. Building on earlier attempts to integrate corporate responsibility and sustainability into the HRM performance construct, we propose a multidimensional, multi-stakeholder approach to sustainable HRM that encompasses activities aimed both at avoiding harmful consequences for stakeholders and contributing to positive outcomes along the triple bottom line (i.e., people, planet, and prosperity). We discuss implications for research and develop a set of propositions and guidelines for future research.     

可持续发展视阈下资产管理三重绩效评价研究

根据可持续发展的要求,企业资产管理绩效评价应追求经济效益、环境保护和社会责任三方面平衡发展。文章简要分析了可持续发展对资产管理绩效评价的新要求,从经济、生态、社会三个方面设置了资产管理绩效评价指标体系,并建立了资产管理三重绩效评价模型。     

Why SMEs invest in environmental measures: sustainability evidence from small and medium‐sized printing firms

Why do SMEs invest in environmental measures? From the literature we know that most SMEs are rather slow in adopting these sustainable measures, but then the following question arises: why are other SMEs fast in this respect? From our research, it becomes clear that improving the working conditions is the most important reason why these fast‐going SMEs invest in environmental measures, as this probably improves their employees' motivation and performance. This explanation connects ‘planet’ and ‘people’ with each other, and does not exclude ‘profit’, which completes the traditional sustainability circle. Copyright © 2006 John Wiley & Sons, Ltd and ERP Environment.     

Strategic Decision Making for the Triple Bottom Line

Corporate social responsibility (CSR) has become a mandate for strategic managers and is often an important element of a differentiation strategy, but there is little research on how managers can make socially responsible decisions within the context of competitive strategy. In this study we explain how data envelopment analysis (DEA) results can be used to determine the trade‐offs inherent in managing the triple bottom line of profits, people and the planet. Once the trade‐offs are well understood, managers can implement sustainable competitive strategies that incorporate socially responsible decisions. Using public data from the electric power generation industry, we demonstrate how DEA can be utilized to determine the trade‐offs between efficiency, costs and pollution reduction, allowing managers to make and champion socially responsible decisions. We discuss the general applicability of our method for making strategic decisions incorporating the triple bottom line. Copyright © 2014 John Wiley & Sons, Ltd and ERP Environment     

Incenting managers toward the triple bottom line: An agency and social norm perspective

Research to date has identified CEO pay structure as an important factor in the environmental and social performance of the organization but has not considered how pay may influence these sustainability efforts at the middle‐management level. We address this void with an experimental manipulation of direct and indirect pay incentives for an environmental sustainability project and production cost savings project. Counter to our predictions, investment in sustainability versus cost savings is significantly lower when incentives for both projects are equivalent, and investment is only comparable when incentives for the sustainability project are superior. Further investigation using qualitative data attributes this to differences in the salient social norms that individuals hold and an apparent undervaluing of the indirect incentive derived through sustainability's contribution to cost savings. The results shed light on primary ways in which human resource management practices may be used to embed support for sustainability initiatives throughout the organization.     

Measuring Enterprise Sustainability

The purpose of this paper is to identify the key requirements for measuring enterprise sustainability. The paper argues that measuring enterprise sustainability requires the explicit consideration of a focal firm, its supply chain and the sustainability context within which the firm operates. Building on this notion, original definitions of enterprise sustainability and enterprise sustainability performance measurement systems (ESPMSs) are proposed. The definitions provide the basis for the development of a novel conceptual framework. The framework is used to identify seven key requirements and 35 associated sub‐requirements for an ESPMS. Overall, the requirements highlight that sustainability performance measurement requires a systematic, structured and integrated approach that considers all aspects of enterprise sustainability. The framework presented in this paper is a conceptual model. In recognition of this point, the paper provides discussions on the potential application of the framework and guidance for further research. The academic, managerial and societal implications of the paper are also discussed. Copyright © 2014 John Wiley & Sons, Ltd and ERP Environment     

The end of the corporate environmental report? Or the advent of cybernetic sustainability reporting and communication

It is becoming clear that communicating effectively with stakeholders on progress towards economic prosperity, environmental quality and social justice i.e. the triple bottom line, will become a defining characteristic of corporate responsibility in the 21st century (Elkington J. 1998. Cannibals with Forks: the Triple Bottom Line of 21st Century Business. New Society: Vancouver). However, most companies that currently use paper‐based and even web‐based communication vehicles for their corporate performance reports are not realizing the full potential value of these communications – either for themselves or for their stakeholders. This may be due in part to the fact that historically reports have not sufficiently engaged ‘direct stakeholders’, i.e. employees, customers, investors, suppliers and local communities. In this paper we review the recent history of environmental and social reporting and conclude that, whilst much progress has been made, significant challenges remain. Most notably these challenges include (i) the avoidance of engagement fatigue by stakeholders and opinion formers alike and (ii) the extension of triple‐bottom‐line principles from corporate headquarters into business unit operations. Conversely there is enormous potential for addressing these challenges and creating significant value for both corporations and their stakeholders through the development of truly interactive (cybernetic) corporate sustainability reports and communications delivered via the internet and other channels. We explore some of the implications of what we believe to be an inevitable transition in how these communications will be orchestrated. Copyright © 2001 John Wiley & Sons, Ltd and ERP Environment     

基于灰色系统理论的企业技术创新绩效评价

本文以企业技术创新绩效为研究对象,从经济效益、社会效益和生态效益的角度建立了企业技术创新绩效评价的指标体系,并据此应用灰色系统的灰色评价理论,建立了企业技术创新绩效的灰色评估模型,旨在探讨基于灰色系统的企业技术创新绩效评价方法。     

企业的利润结构与可持续增长 ——基于A股竞争性上市公司的经验证据

企业的可持续增长是社会经济可持续发展的基础,企业的可持续性增长能力与利润总额和利润构成密切相关.在新企业会计准则下,利润总额由核心利润、资产减值损失、公允价值变动损益、投资损益、营业外收支净额等五个部分构成,利润总额不同构成部分的来源不一样,稳定性和持久性也不一样.实证研究发现,盈利对企业增长的可持续性具有正面影响,利润总额的不同构成部分会对企业增长的可持续产生不同影响,利润结构可以提供有关企业可持续增长的增量信息,新企业会计准则下利润表项目的调整变化提高了利润表的信息含量.     

煤矿企业做好创先争优活动工作的实践与思考

创先争优活动对于党组织建设来说具有十分重要的作用。尤其是在煤矿企业,深入开展创先争优活动对企业安全生产、经营管理、矿区和谐建设具有重要的推动作用。本文就自己在煤矿企业工作中的实践经验,提出了几点如何搞好创先争优活动的建议。     

企业创新价值评价模型初探

企业价值评价是现代财务的必要组成部分,是现代财务管理的重要工具,目前评价的方法模型很多。我们主要通过对传统评价方法的基本思路和局限性进行分析,提出用超额净营业利润折现求和的模型。该模型计算出来的价值是企业超过同行业(或社会)平均风险水平的风险价值、企业在技术上创新所创造的价值、以及企业在其它经营管理水平上优于同行业(或社会)平均水平所创造的价值(文中将这三方面的价值统称为创新价值),是企业投资者和管理当局最为关注的指标。     

零售服务方式创新内容、模式与路径——基于四维度模型

供过于求的市场态势使得同业态零售企业售卖的商品在质量、档次、性能和款式方面基本无差异。而对于企业而言,价格竞争不能超过成本的底线;质量竞争不能超越技术的发展;品种选择也是有限的。本文从零售企业业务特点出发,指出零售服务方式创新须以顾客价值为导向,并运用服务创新模型——四维度模型进行零售企业服务创新内容研究,最后提出了零售企业服务创新模式和路径。     

Social and financial efficiency of Islamic microfinance institutions: A Data Envelopment Analysis application

Microfinance has been developed as alternative solution for global poverty alleviation effort in the last 30 years. Microfinance institution (MFI) has unique characteristic wherein they face double bottom line objectives of outreach to the poor and financial sustainability. This study proposes a two-stage analysis to measure Islamic Microfinance institutions (IMFIs) performance by comparing them to conventional MFIs. First, we develop a Data Envelopment Analysis (DEA) framework to measure MFIs' efficiency in its double bottom line objectives, i.e. in terms of social and financial efficiency. In the second stage non-parametric tests are used to compare the performance and identify factors that contribute to the efficiency of IMFIs and MFIs.