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  1. Territorial Equity and Sustainable Development.Bertrand Zuindeau - 2007 - Environmental Values 16 (2):253-268.
    The sustainable development issue is mainly focused on questions of intergenerational equity. The study of intragenerational equity is less common. In this article, I am interested in a particular kind of intragenerational equity, territorial equity. As well as exposing the various territorial inequalities, the literature on SD comprehends territorial equity through possible territorial transfers of sustainability. The reality of these transfers and how to measure them are however, very directly dependent on general conceptions of SD. The text examines analyses that (...)
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  • Feasibility of a Responsive Business Scorecard: A Pilot Study.Frans Van Der Woerd & Timo van den Brink - 2004 - Journal of Business Ethics 55 (2):173-186.
    Several authors have pointed at opportunities to develop the well-established Business Balanced Scorecard into a Scorecard that enables companies to integrate sustainability into their strategy. Recent case studies and research experiences show that social and environmental targets are more widely recognized as strategic drivers for management. However, experiments also show that the traditional Scorecard has its limits when it comes to e.g. stakeholder management and product chain management. The European Corporate Sustainability Framework program distinguishes several ambition levels for Corporate Sustainability/Corporate (...)
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  • Corporate Sustainability Performance Measurement Systems: A Review and Research Agenda. [REVIEW]Cory Searcy - 2012 - Journal of Business Ethics 107 (3):239-253.
    Corporate sustainability performance measurement systems (SPMS) have been the subject of a growing amount of research. However, there are many challenges and opportunities associated with the design, implementation, use, and evolution of these systems that have yet to be addressed. The purpose of this article is to identify future directions for research in the design, implementation, use, and evolution of corporate SPMS. A concise review of key literature published between 2000 and 2010 is presented. The literature review focuses on research (...)
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  • The Impact of Human Resource Management on Corporate Social Performance Strengths and Concerns.Sandra Rothenberg, Clyde Eiríkur Hull & Zhi Tang - 2017 - Business and Society 56 (3):391-418.
    Although high-performance human resource practices do not directly affect corporate social performance strengths, they do positively affect CSP strengths in companies that are highly innovative or have high levels of slack. High-performance human resource management practices also directly and negatively affect CSP concerns. Drawing on the resource-based view and using secondary data from an objective, third-party database, the authors develop and test hypotheses about how high-performance HRM affects a company’s CSP strengths and concerns. Findings suggest that HRM and innovation are (...)
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  • Instrumental and Integrative Logics in Business Sustainability.Jijun Gao & Pratima Bansal - 2013 - Journal of Business Ethics 112 (2):241-255.
    Prior research on sustainability in business often assumes that decisions on social and environmental investments are made for instrumental reasons, which points to causal relationships between corporate financial performance and corporate social and environmental commitment. In other words, social or environmental commitment should predict higher financial performance. The theoretical premise of sustainability, however, is based on a systems perspective, which implies a tighter integration between corporate financial performance and corporate commitment to social and environmental issues. In this paper, we describe (...)
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  • Integrating CSR Initiatives in Business: An Organizing Framework. [REVIEW]Wenlong Yuan, Yongjian Bao & Alain Verbeke - 2011 - Journal of Business Ethics 101 (1):75 - 92.
    Integrating corporate social responsibility (CSR) initiatives in business is one of the great challenges facing firms today. Societal stakeholders require much more from the firm than pursuing profitability and growth. But these societal stakeholders often simply assume that increased societal expectations can easily be accommodated within efficiently run business operations, without much attention devoted to process issues. We build upon the core—periphery thesis to explore potential avenues for firms to add recurring CSR initiatives to their existing business practices. Based on (...)
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  • Beyond the Bounded Instrumentality in Current Corporate Sustainability Research: Toward an Inclusive Notion of Profitability. [REVIEW]Tobias Hahn & Frank Figge - 2011 - Journal of Business Ethics 104 (3):325-345.
    We argue that the majority of the current approaches in research on corporate sustainability are inconsistent with the notion of sustainable development. By defining the notion of instrumentality in the context of corporate sustainability through three conceptual principles we show that current approaches are rooted in a bounded notion of instrumentality which establishes a systematic a priori predominance of economic organizational outcomes over environmental and social aspects. We propose an inclusive notion of profitability that reflects the return on all forms (...)
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  • Strategization of CSR.Ziva Sharp & Nurit Zaidman - 2010 - Journal of Business Ethics 93 (1):51-71.
    We examine the process of strategization of Corporate Social Responsibility (CSR) within 12 Israeli firms using a longitudinal qualitative approach. We analyzed the process of CSR strategization under Jarzabkowski’s framework. Our findings identify the differentiating characteristics of CSR strategization processes, including the requirement for informative communications rather than persuasive negotiations, and the absence of resistance within the organizational community. These unique aspects of CSR strategization may be attributed to the moral and value-centric nature of CSR activity.
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  • A Value Based Approach to Organization Types: Towards a Coherent Set of Stakeholder-Oriented Management Tools. [REVIEW]Marcel van Marrewijk - 2004 - Journal of Business Ethics 55 (2):147-158.
    This paper describes a set of ideal type organizations in a developmental sequence. As these descriptions are based on Spiral Dynamics (or Emerging Cyclical Levels of Existence Theory – ECLET), the types are labeled as Order, Success, Community and Synergy. Per type the author elaborated on the underlying value system and relating institutional structures, such as leadership role, governance and measurement format. As a summary, a Transition Matrix is presented which indicate the paradigm shifts per discipline/department, as manifested in the (...)
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  • Feasibility of a Responsive Business Scorecard: A Pilot Study.Frans Van Der Woerd & Timo van den Brink - 2004 - Journal of Business Ethics 55 (2):173 - 186.
    Several authors have pointed at opportunities to develop the well-established Business Balanced Scorecard into a Scorecard that enables companies to integrate sustainability into their strategy. Recent case studies and research experiences show that social and environmental targets are more widely recognized as strategic drivers for management. However, experiments also show that the traditional Scorecard has its limits when it comes to e.g. stakeholder management and product chain management. The European Corporate Sustainability Framework (ECSF) program distinguishes several ambition levels for Corporate (...)
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  • The Sustainability Balanced Scorecard: A Systematic Review of Architectures.Erik G. Hansen & Stefan Schaltegger - 2016 - Journal of Business Ethics 133 (2):193-221.
    The increasing strategic importance of environmental, social and ethical issues as well as related performance measures has spurred interest in corporate sustainability performance measurement and management systems. This paper focuses on the balanced scorecard, a performance measurement and management system aiming at balancing financial and non-financial as well as short and long-term measures. Modifications to the original BSC which explicitly consider environmental, social or ethical issues are often referred to as sustainability balanced scorecards. There is much scholarly discussion about SBSC (...)
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  • Cannibals with Forks: The Triple Bottom Line of 21st Century Business.John Elkington - 2000 - Journal of Business Ethics 23 (2):229-231.
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  • Integrating and Unifying Competing and Complementary Frameworks: The Search for a Common Core in the Business and Society Field.Mark Schwartz & Archie Carroll - 2008 - Business and Society 47 (2):148-186.
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  • Demystifying the Struggles of Private Sector Paradigmatic Change: Business as an Agent in a Complex Adaptive System.Mike Valente - 2010 - Business and Society 49 (3):439-476.
    In this article, the author applies complex systems theory to help understand why, after 14 years of management scholar advocacy for a paradigmatic shift in management behavior, the field of management has been unable to move away from a technocentric paradigm. Using four principles of complex adaptive systems , the author shows that focusing exclusively on business behavior limits our attention to symptoms rather than the broader system of interacting agents whose collective behaviors legitimize and support an economic paradigm. By (...)
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  • Tensions in Corporate Sustainability: Towards an Integrative Framework.Tobias Hahn, Jonatan Pinkse, Lutz Preuss & Frank Figge - 2015 - Journal of Business Ethics 127 (2):297-316.
    This paper proposes a systematic framework for the analysis of tensions in corporate sustainability. The framework is based on the emerging integrative view on corporate sustainability, which stresses the need for a simultaneous integration of economic, environmental and social dimensions without, a priori, emphasising one over any other. The integrative view presupposes that firms need to accept tensions in corporate sustainability and pursue different sustainability aspects simultaneously even if they seem to contradict each other. The framework proposed in this paper (...)
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