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  1.  17
    In Search of the Dominant Rationale in Sustainability Management: Legitimacy- or Profit-Seeking?Stefan Schaltegger & Jacob Hörisch - 2017 - Journal of Business Ethics 145 (2):259-276.
    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 establish sustainability management measures if this helps to increase their economic success, others emphasize that companies predominantly react on societal pressure dealing with sustainability 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 (...)
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  2.  12
    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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  3.  4
    Constellations of Transdisciplinary Practices: A Map and Research Agenda for the Responsible Management Learning Field. [REVIEW]Oliver Laasch, Dirk Moosmayer, Elena Antonacopoulou & Stefan Schaltegger - 2020 - Journal of Business Ethics 162 (4):735-757.
    The emerging field of responsible management learning is characterized by an urgent need for transdisciplinary practices. We conceptualize constellations of transdisciplinary practices by building up on a social practice perspective. From this perspective, knowledge and learning are ‘done’ in interrelated practices that may span multiple fields like the professional, educational, and research field. Such practices integrate knowledge across disciplines and sectors in order to learn to enact, educate, and research complex responsible management. Accordingly, constellations of collaborative transdisciplinary practices span the (...)
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  4.  22
    Business Cases and Corporate Engagement with Sustainability: Differentiating Ethical Motivations.Stefan Schaltegger & Roger Burritt - 2018 - Journal of Business Ethics 147 (2):241-259.
    This paper explores links between different ethical motivations and kinds of corporate social responsibility activities to distinguish between different types of business cases with regard to sustainability. The design of CSR and corporate sustainability can be based on different ethical foundations and motivations. This paper draws on the framework of Roberts which distinguishes four different ethical management versions of CSR. The first two ethical motivations are driven either by a reactionary concern for the short-term financial interests of the business, or (...)
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  5.  7
    Multinational Enterprise Strategies for Addressing Sustainability: The Need for Consolidation.Roger Leonard Burritt, Katherine Leanne Christ, Hussain Gulzar Rammal & Stefan Schaltegger - 2020 - Journal of Business Ethics 164 (2):389-410.
    This paper examines the growing number of publications on multinational enterprise management of sustainability issues. Based on an integrative literature review and thematic analysis, the paper analyses and synthesises the current state of knowledge about main issues arising. Key issues identified include the following: choice of sustainability strategies; management of the views of headquarters towards sustainability; local cultural sustainability perspectives in developed and developing host countries; MNEs with home in developing/emerging countries; and resource availability for implementing sustainability initiatives. Findings indicate (...)
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  6.  4
    Sustainability Balanced Scorecards and Their Architectures: Irrelevant or Misunderstood?Erik G. Hansen & Stefan Schaltegger - 2018 - Journal of Business Ethics 150 (4):937-952.
    In a recent systematic review of the Sustainability Balanced Scorecard literature in this journal, we developed a typology of architectures as a basis for the process of SBSC design, implementation, use, and evolution. This paper addresses a comment by Hahn and Figge designed to stimulate further research. We argue that the existing literature demonstrates that the SBSC management tool can play an important role in corporate sustainability. The SBSC architectures—as representations of goals and priorities—form an integral and iterative part of (...)
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  7.  22
    A Stakeholder Theory Perspective on Business Models: Value Creation for Sustainability.Birte Freudenreich, Florian Lüdeke-Freund & Stefan Schaltegger - 2020 - Journal of Business Ethics 166 (1):3-18.
    Business models are developed and managed to create value. While most business model frameworks envision value creation as a uni-directional flow between the focal business and its customers, this article presents a broader view based on a stringent application of stakeholder theory. It provides a stakeholder value creation framework derived from key characteristics of stakeholder theory. This article highlights mutual stakeholder relationships in which stakeholders are both recipients and creators of value in joint value creation processes. Key findings include that (...)
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