BibTex RIS Kaynak Göster

DOES SUSTAINABLE DEVELOPMENT MAKE GOOD STRATEGIES FOR CORPORATE ACTORS?

Yıl 2016, Cilt: 38 Sayı: 1, 57 - 72, 01.06.2016
https://doi.org/10.14780/iibd.17509

Öz

The concepts of Corporate Social Responsibility (CSR) and Sustainable Development (SD), stuck in academia for decades, are now mainstream in the corporate world in rich countries, and growingly in emerging and developing ones. Though these two terms are open to interpretations and may have very different meanings, they refer to the broad idea that corporate actors (CA) should or do take into account a growing range of stakeholders in their activities above shareholders, should or do extend the scope of their strategies so as to incorporate non financial aims such as protecting their employees’ health or improving working conditions in their community, and should or do widen their perspectives in order to include long term stakes such as environmental protection or reduction in social inequalities in their daily activities. The purpose of this article is not to investigate the many interpretations given to these two terms, but to answer two simple questions on the basis of a (partial) survey of the recent litterature dedicated to the role of CSR and SD in corporate actors’ strategies. These questions are “why do CA adopt such CSR or SD strategies”, and “how do they implement them”?

Kaynakça

  • AMAESHI, K., “International Financial Institutions and Discursive Institutional Change: Implications for Corporate Social Responsibility in Developing Economies”, Journal of Change Management, 11(1), 2011, pp. 111-128.
  • ARNOLD, M. G. and Hockerts, K., “The Greening Dutchman: Philips Process of Green Flagging to Drive Sustainable Innovations”, Business Strategy and the Environment, 20, 2011, pp. 394-407.
  • BANERJEE, S. B. and Bonnefous A. M., “Stakeholder Management and Sustainability Strategies in the French Nuclear Industry”, Business Strategy and the Environment, 20, 2011, pp. 124-140.
  • DOBERS, P. and Wolff, R., “Competing with ‘Soft’ Issues – From Managing the Environment to Sustainable Business Strategies”, Business Strategy and the Environment, 9, 2000, pp. 143-150.
  • ELKINGTON, J., Cannibals with Forks – The Triple Bottom Line of 21st Century Business, Oxford, Capstone Publishing Ltd., 1997.
  • FRIEDMAN, M., “The Social Responsibility of Business is to Increase its Profits”, The New York Times Magazine, September-1970.
  • HOFFMAN, A., From Heresy to Dogma: An Institutional History of Corporate Environmentalism, San Francisco, New Lexington Press, 1997.
  • HORRIGAN, B., “21st Century Corporate Social Responsibility Trends – An Emerging Comparative Body of Law and Regulation on Corporate Responsibility, Governance, and Sustainability”, Macquarie Journal of Business Law, 4, 2007, pp. 85-122.
  • KABONGO, J and Boiral, O., “Creating Value with Wastes: A Model and Typology of Sustainability Within Firms”, Business Strategy and the Environment, 20, 2011, pp. 441-455.
  • KOLK, A. and Pinkse, J., “Towards Strategic Stakeholders Management? Integrating Perspectives on Corporate Responses to Climate Change”, Corporate Governance, 7(4), 2007, pp. 370-378.
  • LOPEZ, V., Garcia, A. and Rodriguez, L., “Sustainable Development and Corporate Performance: A Study Based on the Dow Jones Sustainability Index”, Journal of Business Ethics, 75, 2007, pp. 285-300.
  • MATTEN, D. and Moon J., “‘Implicit’ and ‘Explicit’ CSR: A Conceptual Framework for a Comparative Understanding of Corporate Social Responsibility”, Academy of Management Review, 33(2), 2008, pp. 404-424.
  • MILNE, M., Ball, A. and Gray, R., “Wither Ecology? The Tripple Bottom Line, the Global Reporting Initiative, and the Institutionalization of Corporate Sustainability Reporting”, American Accounting Association Annual Meeting, 3-6 August 2008.
  • NEWELL, P. and Paterson, M., Climate Capitalism. Global Warming and the Transformation of the Global Economy, Cambridge University Press, 2010.
  • OECD, “Overview of Selected Initiatives and Instruments Relevant to Corporate Social Responsibility”, in Annual Report on the OECD Guidelines for Multinational Enterprises 2008: Employment and Industrial Relations, Paris, 2009.
  • PORTER, M. and Kramer, M., “Strategy and Society: The Link Between Competitive Advantage and Corporate Social Responsibility”, Harvard Business Review, December-2006, pp. 78-93.
  • PORTER, M. and Kramer, M., “How to Reinvent Capitalism – and Unleash a Wave of Innovation and Growth”, Harvard Business Review, January-February-2011, pp. 62-77.
  • PORTER, M. and Van der Linde, C., “Towards a New Conception of the Environment-Competitiveness Relationship”, Journal of Economic Perspectives, 9(4), Fall-1995, pp. 97-118.
  • ROBERTSON, D., “Corporate Social Responsibility and Different Stages of Economic Development: Singapore, Turkey and Ethiopia”, Journal of Business Ethics, 88, 2009, pp. 617-633.
  • ROSSI, M., Szejnwald-Brown, H. and Baas, L., “Leaders in Sustainable Development: How Agents of Change Define the Agenda”, Business Strategy and the Environment, 9, 2000, pp. 273-286.
  • SAHLIN-ANDERSSON, K., “Corporate Social Responsibility: A Trend of What and for What?”, Corporate Governance, 6(5), 2006, pp. 595-608.

DOES SUSTAINABLE DEVELOPMENT MAKE GOOD STRATEGIES FOR CORPORATE ACTORS?

Yıl 2016, Cilt: 38 Sayı: 1, 57 - 72, 01.06.2016
https://doi.org/10.14780/iibd.17509

Öz

The concepts of Corporate Social Responsibility (CSR) and Sustainable Development (SD), stuck in academia for decades, are now mainstream in the corporate world in rich countries, and growingly in emerging and developing ones. Though these two terms are open to interpretations and may have very different meanings, they refer to the broad idea that corporate actors (CA) should or do take into account a growing range of stakeholders in their activities above shareholders, should or do extend the scope of their strategies so as to incorporate non financial aims such as protecting their employees’ health or improving working conditions in their community, and should or do widen their perspectives in order to include long term stakes such as environmental protection or reduction in social inequalities in their daily activities. The purpose of this article is not to investigate the many interpretations given to these two terms, but to answer two simple questions on the basis of a (partial) survey of the recent litterature dedicated to the role of CSR and SD in corporate actors’ strategies. These questions are “why do CA adopt such CSR or SD strategies”, and “how do they implement them”?

Kaynakça

  • AMAESHI, K., “International Financial Institutions and Discursive Institutional Change: Implications for Corporate Social Responsibility in Developing Economies”, Journal of Change Management, 11(1), 2011, pp. 111-128.
  • ARNOLD, M. G. and Hockerts, K., “The Greening Dutchman: Philips Process of Green Flagging to Drive Sustainable Innovations”, Business Strategy and the Environment, 20, 2011, pp. 394-407.
  • BANERJEE, S. B. and Bonnefous A. M., “Stakeholder Management and Sustainability Strategies in the French Nuclear Industry”, Business Strategy and the Environment, 20, 2011, pp. 124-140.
  • DOBERS, P. and Wolff, R., “Competing with ‘Soft’ Issues – From Managing the Environment to Sustainable Business Strategies”, Business Strategy and the Environment, 9, 2000, pp. 143-150.
  • ELKINGTON, J., Cannibals with Forks – The Triple Bottom Line of 21st Century Business, Oxford, Capstone Publishing Ltd., 1997.
  • FRIEDMAN, M., “The Social Responsibility of Business is to Increase its Profits”, The New York Times Magazine, September-1970.
  • HOFFMAN, A., From Heresy to Dogma: An Institutional History of Corporate Environmentalism, San Francisco, New Lexington Press, 1997.
  • HORRIGAN, B., “21st Century Corporate Social Responsibility Trends – An Emerging Comparative Body of Law and Regulation on Corporate Responsibility, Governance, and Sustainability”, Macquarie Journal of Business Law, 4, 2007, pp. 85-122.
  • KABONGO, J and Boiral, O., “Creating Value with Wastes: A Model and Typology of Sustainability Within Firms”, Business Strategy and the Environment, 20, 2011, pp. 441-455.
  • KOLK, A. and Pinkse, J., “Towards Strategic Stakeholders Management? Integrating Perspectives on Corporate Responses to Climate Change”, Corporate Governance, 7(4), 2007, pp. 370-378.
  • LOPEZ, V., Garcia, A. and Rodriguez, L., “Sustainable Development and Corporate Performance: A Study Based on the Dow Jones Sustainability Index”, Journal of Business Ethics, 75, 2007, pp. 285-300.
  • MATTEN, D. and Moon J., “‘Implicit’ and ‘Explicit’ CSR: A Conceptual Framework for a Comparative Understanding of Corporate Social Responsibility”, Academy of Management Review, 33(2), 2008, pp. 404-424.
  • MILNE, M., Ball, A. and Gray, R., “Wither Ecology? The Tripple Bottom Line, the Global Reporting Initiative, and the Institutionalization of Corporate Sustainability Reporting”, American Accounting Association Annual Meeting, 3-6 August 2008.
  • NEWELL, P. and Paterson, M., Climate Capitalism. Global Warming and the Transformation of the Global Economy, Cambridge University Press, 2010.
  • OECD, “Overview of Selected Initiatives and Instruments Relevant to Corporate Social Responsibility”, in Annual Report on the OECD Guidelines for Multinational Enterprises 2008: Employment and Industrial Relations, Paris, 2009.
  • PORTER, M. and Kramer, M., “Strategy and Society: The Link Between Competitive Advantage and Corporate Social Responsibility”, Harvard Business Review, December-2006, pp. 78-93.
  • PORTER, M. and Kramer, M., “How to Reinvent Capitalism – and Unleash a Wave of Innovation and Growth”, Harvard Business Review, January-February-2011, pp. 62-77.
  • PORTER, M. and Van der Linde, C., “Towards a New Conception of the Environment-Competitiveness Relationship”, Journal of Economic Perspectives, 9(4), Fall-1995, pp. 97-118.
  • ROBERTSON, D., “Corporate Social Responsibility and Different Stages of Economic Development: Singapore, Turkey and Ethiopia”, Journal of Business Ethics, 88, 2009, pp. 617-633.
  • ROSSI, M., Szejnwald-Brown, H. and Baas, L., “Leaders in Sustainable Development: How Agents of Change Define the Agenda”, Business Strategy and the Environment, 9, 2000, pp. 273-286.
  • SAHLIN-ANDERSSON, K., “Corporate Social Responsibility: A Trend of What and for What?”, Corporate Governance, 6(5), 2006, pp. 595-608.
Toplam 21 adet kaynakça vardır.

Ayrıntılar

Konular Ekonomi
Diğer ID JA48UB36NV
Bölüm Makaleler
Yazarlar

Nazan Baechler Bu kişi benim

Yayımlanma Tarihi 1 Haziran 2016
Gönderilme Tarihi 1 Haziran 2016
Yayımlandığı Sayı Yıl 2016 Cilt: 38 Sayı: 1

Kaynak Göster

APA Baechler, N. (2016). DOES SUSTAINABLE DEVELOPMENT MAKE GOOD STRATEGIES FOR CORPORATE ACTORS?. Marmara Üniversitesi İktisadi Ve İdari Bilimler Dergisi, 38(1), 57-72. https://doi.org/10.14780/iibd.17509
AMA Baechler N. DOES SUSTAINABLE DEVELOPMENT MAKE GOOD STRATEGIES FOR CORPORATE ACTORS?. Marmara Üniversitesi İktisadi ve İdari Bilimler Dergisi. Haziran 2016;38(1):57-72. doi:10.14780/iibd.17509
Chicago Baechler, Nazan. “DOES SUSTAINABLE DEVELOPMENT MAKE GOOD STRATEGIES FOR CORPORATE ACTORS?”. Marmara Üniversitesi İktisadi Ve İdari Bilimler Dergisi 38, sy. 1 (Haziran 2016): 57-72. https://doi.org/10.14780/iibd.17509.
EndNote Baechler N (01 Haziran 2016) DOES SUSTAINABLE DEVELOPMENT MAKE GOOD STRATEGIES FOR CORPORATE ACTORS?. Marmara Üniversitesi İktisadi ve İdari Bilimler Dergisi 38 1 57–72.
IEEE N. Baechler, “DOES SUSTAINABLE DEVELOPMENT MAKE GOOD STRATEGIES FOR CORPORATE ACTORS?”, Marmara Üniversitesi İktisadi ve İdari Bilimler Dergisi, c. 38, sy. 1, ss. 57–72, 2016, doi: 10.14780/iibd.17509.
ISNAD Baechler, Nazan. “DOES SUSTAINABLE DEVELOPMENT MAKE GOOD STRATEGIES FOR CORPORATE ACTORS?”. Marmara Üniversitesi İktisadi ve İdari Bilimler Dergisi 38/1 (Haziran 2016), 57-72. https://doi.org/10.14780/iibd.17509.
JAMA Baechler N. DOES SUSTAINABLE DEVELOPMENT MAKE GOOD STRATEGIES FOR CORPORATE ACTORS?. Marmara Üniversitesi İktisadi ve İdari Bilimler Dergisi. 2016;38:57–72.
MLA Baechler, Nazan. “DOES SUSTAINABLE DEVELOPMENT MAKE GOOD STRATEGIES FOR CORPORATE ACTORS?”. Marmara Üniversitesi İktisadi Ve İdari Bilimler Dergisi, c. 38, sy. 1, 2016, ss. 57-72, doi:10.14780/iibd.17509.
Vancouver Baechler N. DOES SUSTAINABLE DEVELOPMENT MAKE GOOD STRATEGIES FOR CORPORATE ACTORS?. Marmara Üniversitesi İktisadi ve İdari Bilimler Dergisi. 2016;38(1):57-72.