Abstract
AbstractSociety's expectations of business are mounting and stakeholders are asking organizations to become more mindful of their interests. Companies are responding by becoming more involved in the resolution of social–environmental challenges. Their sustainability agendas, however, are often claimed to be ineffective and to lack strategic thinking. The purpose of this paper is to reflect on the factors that determine the scope and features of these agendas. Specifically, we investigate organizational objectives (the starting point of any strategy) and the posture towards mounting – and sometimes conflicting – expectations. We find that pessimistic judgments about sustainability agenda effectiveness may have been too hasty from both a micro‐level and a macro‐level standpoint. Copyright © 2016 John Wiley & Sons, Ltd and ERP Environment
Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
