Sustainable Strategic Management Research Articles

Co-operative forest owner associations - harmonized values for sustainable development?

Sustainable development is an important concept for competitive advantage for all types of organisations and is often implemented by a top-down strategic approach. Forest owner associations are based on the co-operative idea and are therefore expected to include key stakeholders such as members in strategic decisions. A challenge is to incorporate strategic sustainability management in an organisation. It refers to considering organisational objectives, maintaining relations with key stakeholders and keeping the organisational identity. This study aimed to explore how forest owner associations position themselves for sustainable development. A qualitative case study based on semi-structured interviews, (including five employees and eleven members) and sustainability reports suggests that sustainable development is integrated to different extents in forest owner associations in Sweden. A strategic approach is deemed necessary for a dynamic incorporation of sustainable development that is structured and leads to the improvement of responsible practice in the organisation. This study highlights the importance of considering sustainability strategies and co-operative identity in the process of implementing sustainability management in forest co-operatives. Further research could focus on corporate strategies for sustainable development with an extended longitudinal perspective.

Drivers of Sustainable supply chain for sustainable development in industry

This analysis explores the different elements that constitute sustainable supply chains used by companies as genre on the road to sustainable development across different industries. The analysis of a body of literature and empirical data is carried out by a critical objective to determine the fundamental aspects of sustainability practices. The research suggests that we should have the necessary knowledge of these drivers for the stage to be raised of the environmental responsibility, social equity and economic development. Strategies are detailed to enable stakeholders throughout industries in adopting sustainable supply chain methods. Through this process, the long-term resilience of supply chains and the sustainability of the profitable position are promoted. The results are of this type, clarifying the crucial role of sustainable supply chain in reaching the global sustainability targets and promoting sustainability model for the companies and societies all over the world. Through this research we strive to add to the already established supplies chain management literature and aid the change process management in the pursuit of sustainable development in the different industries. Result of the cocreation with this domain has brought up meaningful implications to the literature. One of the new concepts we are proposing is a dynamic setting for a three-level model serving as a tactical plan for strategic sustainable supply management. Our study has contributed a theoretical framework that distinguishes practical facts of supply chain management and is for the purposes of future research and appraisals in terms of UN 17 Sustainable Development Goals

Strategic Management and Business Ecosystem Scientific Relations—Key Areas Review

This study explores the interaction between the business ecosystem and strategic management. This research is driven by the necessity of understanding how the principles of the business ecosystem influence organizational strategic management. A Systematic Literature Review was carried out, focusing on a detailed analysis of articles indexed in the Scopus academic database. The research procedure aimed to uncover emerging perspectives on strategic management and the development of business ecosystems. The findings reveal a substantial gap in research regarding business ecosystems and sustainable strategic management. The paper suggests a new research agenda and proposes novel pathways for future investigations in this field.

Employee perceptions of strategy formulation and implementation towards sustainable strategic management in the developing world

In general, an effective strategic management process allows managers to interact with employees in formulating and implementing organisational strategic plans (Nedelea & Paun, 2009). Eskom, an electricity public utility company, in South Africa, suffered a strategy formulation and implementation fatigue for the past two decades leading to a quagmire and lacklustre performance of all time (“Eskom CEOs from 1985 to 2020”, 2020). Therefore, the study investigates employees’ perception of the organisational strategy process towards bridging the gap between the management and non-management employees in strategy formulation and implementation. The study employed a quantitative survey, gathering data from a sample of 331 participants randomly selected from a population of 2400 Eskom, employees. Data was then collected and captured through a questionnaire using an online survey tool called Question Pro and analysed with SPSS version 25. The study revealed that Eskom’s strategic formulation and implementation process was perceived by employees as a downward communication process. Thus, the study revealed that there was a lack of employee engagement before and after the strategy formulation and in implementation process. The study therefore recommended that Eskom should employ a vertical two-way communication process between managerial and non-managerial employees. In addition, the study recommended that Eskom should provide strategy awareness campaigns at ground level towards positively impacting on sustainable and effective strategy implementation.

Sustainable Strategic Management For A Sustainable Future

Due to the imbalance that has been caused by mass scale production, societies are looking towards the corporate to adopt the sustainable strategies. The organizations' very objective of producing goods in bulk and to operate on economies of scale has left the environment unnoticed. Sustainable Strategies are financially sound, socially responsible and in balance with the environment. The importance of sustainable strategies cannot be overemphasized for the societies and companies. Successfully implementing the sustainable strategic management practices will require transformational change processes that allow organizations to examine and redefine their core values and assumption as well as the nature of their work and the role of their employees. The idea of Green world can be achieved only when the corporates incorporate sustainability strategies in their working This research paper discusses the need and relevance of sustainable strategic management for today’s corporate and also discusses in brief the process of sustainable strategic Management.

Sustainable Strategic People Management: A Confucian Perspective on Chinese Management

This paper examines the strategic management of people within enterprises as a driver of sustainable growth. As strategic people management (SPM) is founded on the Eastern knowledge workers’ perspective, we integrate SPM with the Confucian perspective to analyze the factors underlying the sustainable success of Chinese management. In so doing, we review the literature on sustainability, SPM, Chinese management, and the integration of Confucian cultural values. We utilize the qualitative case research method to examine 20 successful Chinese enterprises across five sectors. The results of the case analysis reveal three types of sustainable SPM associated with Confucian values: responsible people management, paradoxical people management, and humanistic people management. We propose a conception of sustainable SPM combined with Confucianism to be relevant in the Chinese business context, where a high degree of dynamism can be seen. The findings of this study could be extended through analyses conducted in other contexts with a high level of complexity, such as emerging markets, disruptive technology, unexpected crises, or any aggregated interactions of such contexts.

Strategic waste management practices for environmental sustainability – a case of Indian university

PurposeIndividuals generate plenty of waste that is affecting the life while consumption of air and water at the base. The increasing industrialization, population and waste generation without proper measures of waste management are leading to major challenges to environmental sustainability. Considering these challenges, the present study focuses on the types and sources of waste generation and waste reduction by encouraging the reduction, recycling and reuse of waste products. The study aims to provide a well-functioning sustainable waste management system, that incorporates feedback loops, focuses on processes, embodies adaptability and diverts waste from disposal.Design/methodology/approachThe university under study is situated at the central location of Pune City in India. The university has diverse units like academic and admin buildings, canteens and mess, hostels, a clinic, workshops and gardens. To fulfil the objective of this study a qualitative case study approach of research was adopted. A total of thirty-three representatives and waste management personnel from various units of the university were interviewed. The interviews were semi-structured and the duration of it was around 25–55 min. The interview transcripts were coded, and qualitative analysis was conducted.FindingsThis study proposes a strategic sustainable waste management model for environmental sustainability that brings circularity by closing the loops and focusing on sustainable development goals.Practical implicationsThe findings of this research can guide universities to manage the waste generated through various sources and attain sustainable development goals and environmental sustainability at large by closing the loops. The study provides insights into waste management and environmental sustainability. The universities can make their resources more circular by following the strategies of reducing, reusing and recycling (3R). This study recommends customization according to the needs of specific universities and institutions. Researchers can take this study further by testing and customizing it as per requirement. Also, an effort can be extended to implement the model in other related areas.Originality/valueThis research is a unique attempt to advance knowledge of waste management practices for sustainable development by exploring different techniques opted by for individual entities from the university campus to understand the environmental impact.

Influence of Sustainable Strategic Management on Methane Projects as Exemplified by the Jastrzębska Spółka Węglowa S.A. Mining Company

This article presents research conducted in one of the largest mining companies in the EU—Jastrzębska Spółka Węglowa S.A. It relates to how the implementation of sustainable strategic management has affected methane projects. In the study, a literature analysis was first conducted, establishing the existence and significance of the research gap. Then, a group of experts from JSW S.A., during moderated workshops, prepared a multidimensional model describing the structure of the implementation of sustainable strategic management. The model was constructed and verified using the AHP method. As a result of the study, it was found that the implementation of sustainable strategic management resulted in a change of the company’s strategic priorities. Significant professionalization of management in the course of these projects was also observed. The most important and beneficial element of the implementation was the adoption of strategic goals related to the production of their very own energy based on methane emitted by mines. Other noteworthy elements of the change concern the introduction of continuous business case assurance during projects and the standardization of the project phase model.

Narrating future(s) with others: teaching strategic sustainability management in a relational key

A substantial part of sustainability management education is teaching students how to deal with increasingly uncertain futures. Increasingly, academics concerned with sustainability challenges claim that a sustainable way of being with the world needs a transformational shift in how humans relate to one another and the natural world. This paper takes this as a starting point to show the potentials of a relational approach to future scenario planning for developing an ecopedagogy of strategic sustainability management education. For this, it describes a course design that uses narratives to sensitise students to the contingent and composed nature of reality and enable them to take part in negotiating and shaping current and future realities together with others. The paper then highlights the importance of aesthetics for developing transformational capacities. It closes with a reflection on the limits of relational course designs in cultural settings dominated by individuality, nature/culture divide and anthropocentrism.

Характеристика факторов внешней среды, влияющих на устойчивость промышленного предприятия

The problem of ensuring the sustainability of the development of an industrial enterprise is a consequence of the rapid pace of changes in the external environment and the needs of business in purposeful and sound strategic management of sustainable development. In an unstable environment, standard management methods and techniques based on standard economic indicators cannot be used to make decisions regarding the sustainable development of an industrial enterprise, which requires new approaches to the study of its sustainability factors. These circumstances determine the scientific and practical significance of studies of environmental factors influencing the sustainability of industrial enterprises. As you know, the sustainability of an industrial enterprise largely depends on the specific stage of business development. Taking into account these conditions, a study of modern approaches to systematization of the factors of influence of an unstable external environment on the stability of an industrial enterprise was conducted. The scientific and practical significance of such studies for improving the effectiveness of strategic sustainability management of an industrial enterprise is substantiated and the conditions for their implementation are determined. Using critical analysis, the results of a number of approaches to the grouping and characterization of environmental factors of enterprises are systematized. Conclusions are drawn about the need to take into account the factors of influence of the external environment of an industrial enterprise in the studies of their interrelations with the factors of the internal environment. The results of the study provide an increase in knowledge in the field of theory and methodology of strategic management of sustainable development of industrial enterprises in the conditions of uncertainty of the external environment. and they are of applied importance for the practice of strategic management, forming the necessary basis for improving the classification of environmental factors influencing the sustainability of an industrial enterprise as one of the tools for strategic decision-making. Classification allows not only to systematize factors for certain reasons, but also to develop an action program to reduce the impact of identified negative factors on the sustainability of the enterprise, taking into account external trends in economic, political, social and environmental development, etc.

Strategic Management of Corporate Sustainability: Value and Performance Based Sustainable Strategic Management Model

Strategic Management of Corporate Sustainability: Value and Performance Based Sustainable Strategic Management Model

Sustainability Performance in Hospitality Industry: Interaction of Strategic Sustainability Management and Sat Kerthi Culture

This study aims to develop a model framework to identify the determinants of factors that influence sustainable performance practices in the hospitality sector. This study uses explanatory research. The unit of analysis in this study is the hotel's general manager. Data analysis was performed by multiple linear regression. It was observed that the influence of strategic sustainability management consisting of internal and external challenges as well as sat kerthi culture adopted as sustainable tourism regulation on sustainability performance based on the triple bottom line. The results show that strategic sustainability management and local sat kerthi culture significantly affect the assessment of hotel sustainability performance. The current research model can also be applied to various types of companies in the tourism and other sectors. This study offers original insight into the concept of sustainability, sat kerthi, and sustainability performance as a local culture that focuses on the concept of sustainability.
 Keywords: sustainability performance, strategic sustainability management, local culture, triple bottom line, green hotel

Sustainable strategic management: A bibliometric analysis

AbstractStrategy for a firm is a long‐term plan that persists. The enduring viability of these strategies depends on the ecological and environmental aspects of the firm, termed as sustainability. To address this concept, sustainable strategic management (SSM) has been introduced in the management domain. Over the last 30 years of the introduction of SSM, very few studies have systematically reviewed the researches in this purview. Therefore, this study examines the extant structure and future scope of the research on SSM through an inclusive bibliometric analysis of 221 articles. The database of Scopus and Web of Science is used in this study to sample these documents. The crucial contributors of the comprehensive literature are identified through the analysis of bibliographic coupling, citation analysis, co‐authorship analysis, co‐word analysis, co‐citation analysis and country publications, affiliations and collaboration map. The co‐citation analysis classifies the key thematic research interests into cluster of four, based on the co‐cited documents. However, the co‐word analysis identifies the co‐occurrence of keywords in the sampled documents. The country publications, affiliations and collaboration map indexes UK and USA as the top most country on number of articles and collaboration pattern and Europe and Asia as the prime continent on dominating the studies on SSM. The study provides insights on the current studies on SSM, which can be useful for researchers.

Barriers to a circular economy in small- and medium-sized enterprises and their integration in a sustainable strategic management framework

A circular economy limits the consumption of virgin resources, fosters cleaner production, and promotes the efficient utilization of resources. However, many companies still struggle with its implementation. In this study, we explore the barriers that companies encounter internally and externally when implementing circular economy measures. Based on 59 interviews with Swiss small- and medium-sized enterprise managers from three industries, we identify six company-internal barriers (risk aversion, short-term orientation, economically dominated thinking, unwillingness to engage in trade-offs, shortage of resources, and lack of knowledge) and four levels of company-external barriers (technology, market, legislative, and society and consumers). We further identify their interrelationships and integrate them into a holistic sustainable strategic management framework. Finally, we present six broader strategic recommendations building on the study framework.

Development of the strategic sustainability management system in different periods of its life cycle

Background: The formation of a strategic sustainability management system for transport organizations, taking into account the concept of its life cycle, should be aimed at improving management efficiency.
 Aim: Based on the essence of the category "strategic sustainability", as well as management methodology, to develop a strategic sustainability management system taking into account the concept of its life cycle.
 Methods: The research methodology assumed the use of a systematic approach to the formation of a management system. Methods of data collection, comparison and analysis are applied.
 Results: The necessity of developing a strategic sustainability management system in different periods of its life cycle is indicated. The paper presents a management methodology with an indication of the purpose of its structural elements. Based on the developed methodological approach, the authors describe what and how the system does at each of the stages of "system analysis system design development implementation maintenance" of its life cycle; what goals are set and desired outputs. For the selected management processes, such as management of strategic data preparation, effective use of strategic resources, results of strategic sustainability with risk, innovation and strategic knowledge management; five groups of processes are identified and the types of activities of each group that need to be carried out to achieve strategic sustainability of transport organizations are listed.
 Conclusion: The necessity of developing requirements for the formation of a strategic sustainability management system and its life cycle processes based on the essence of the category "strategic sustainability" and the developed management methodology is shown. Obtaining information at different stages of the life cycle will allow for effective integration of processes, which will improve the quality of strategic sustainability management of transport organizations.

I-did: social impact through circular business

Study level/applicability Teaching formats for both BA/MA students and MBA/PhD students in sustainable entrepreneurship and strategic management are offered in the teaching notes. Subject area This case juxtaposes the company’s core values of gender equality, sustainability and inclusivity, with the financial pressures of expanding global operations in COVID-19 times. Case overview This case illustrates the founding and growth of i-did in the broader context of the global circular textile industry. Being the first company that reclaims value of discarded textiles by making design products out of felt, the dilemma is on how i-did can create a blueprint for sustainable leadership in a scalable (financial) business case. Expected learning outcomes The learning outcomes of this case are as follows: to understand the concepts of circular economy and social impact and how they can be translated to business; to apply their knowledge of strategy and entrepreneurship for sustainable business innovation; to be able to analyze a company according to the Sustainable Development Goals, specifically around gender issues, inclusivity and diversity; to evaluate opportunities for multiple value creation in business; and to have the knowledge and capacity to create a circular business with the help of the Business Model Template. Social implications This case engages students in critically reflecting on sustainability concepts in relation to i-did (theoretical value) and applying novel business model innovation tools to a real-world enterprise (practical value). The students get the chance to explore the ethical challenges the two entrepreneurial leaders face between short-term economic gains (or maybe even survival) and their core values of (gender) inclusivity, circularity and diversity. Supplementary materials Teaching notes and a summarizing two-pager are available for educators. Subject code CSS 3: Entrepreneurship.

Dynamic Capabilities to Achieve Corporate Sustainability: A Roadmap to Sustained Competitive Advantage

Dynamic capabilities and sustainability practices have become the center of attention for companies globally, but there is still a debate on how organizations can successfully develop dynamic capabilities and achieve sustainability for competitive advantage. This paper discusses the outcomes of a comprehensive systematic literature review (SLR) following the PRISMA guidelines and employs dynamic capabilities theory to suggest that strategic routines and competencies, integrated value chains, sustainability-oriented transformations, and strategic organizational developments are the drivers to effectively develop dynamic capabilities. Similarly, environmental-oriented sustainability, sustainable strategic management, sustainable dynamic capabilities, stakeholder-centric approach, sustainable supply chain management, operational excellence, sustainable research and development (R&D), and sustainability-oriented global business strategy are found to be the drivers to achieve overall corporate sustainability. Based on the findings, a conceptual model is proposed to obtain sustained competitive advantage by developing sustainable dynamic capabilities and achieving corporate sustainability.

Impact of Decadal Trends in the Surface Climate of the North Atlantic Subpolar Gyre on the Marine Environment of the Barents Sea

The Barents Sea is a key region in the Earth System and is home to highly productive marine resources. An integrated approach for strategic sustainable management of marine resources in such shelf-sea marine ecosystems requires, among many other aspects, a robust understanding of the impact of climate on local oceanic conditions. Here, using a combined observational and modelling approach, we show that decadal climatic trends associated with the North Atlantic Subpolar Gyre (SPG), within the period 1960–2019, have an impact on oceanic conditions in the Barents Sea. We relate hydrographic conditions in the Barents Sea to the decadal variability of the SPG through its impact on the Atlantic Inflow via the Faroe-Shetland Channel and the Barents Sea Opening. When the SPG warms, an increase in the throughput of subtropical waters across the Greenland-Scotland Ridge is followed by an increase in the volume of Atlantic Water entering the Barents Sea. These changes are reflected in pronounced decadal trends in the sea-ice concentration and primary production in the Barents Sea, which follow the SPG after an advective delay of 4–5 years. This impact of the SPG on sea-ice and primary production provides a dynamical explanation of the recently reported 7-year lagged statistical relationship between SPG and cod (Gadus morhua) biomass in the Barents Sea. Overall, these results highlight a potential for decadal ecosystem predictions in the Barents Sea.

SUSTAINABLE STRATEGIC MANAGEMENT FOR ONLINE PLATFORMS IN HIGHER EDUCATION: PRACTICES AND CHALLENGES

Purpose: This study aimed to identify the practices and challenges in sustainable strategic management in higher education on online platforms. Theoretical framework: Higher education through online platforms has become one of the crucial challenges of the twenty-first century with digital transformation in a digital era and the Covid-19 pandemic. For better implementation of online platforms for online higher education, universities created Sustainable Strategic Management (SSM) practices and adopted strategic planning accordingly. Design: The qualitative research is designed per the research objectives and questions. Thematic analysis is used to analyse collected data through interviews. Findings: The study finds that SSM practices are blended with SDGs to offer the best higher education for students. Furthermore, strategic management of these platforms is challenging even though they are collaborative and assertive tools for higher education. Understanding the needs and expectations of the stakeholders and implementing strategies for the effective operation of the online platform is the need of the hour. Research, Practical and Social implications: After analysing practices and challenges, the researcher recommends strategies and compilation with sustainability concepts for effective SSMs for online platforms in higher education. Originality/value: This study highlights that to derive SSM, higher education institutes must blend SDGs with strategic planning. Further, it reiterates that all steps for quality higher education through online platforms will contribute to sustainable economic growth in the country.

Strategic management practices in organisations with specific reference to the public sector

Background: The traditional models for strategic management are approaching limits in the light of increasing uncertainty to define what public service organisations must be able to achieve in terms of efficiency and satisfaction of stakeholder expectations. However, the dynamism of economic patterns calls for versatility that is deliberately designed.Aim: This article aimed to explore the importance of conflating the dimensions of strategic management triangle, in conjunction with the limits of traditional models, towards effective and sustainable public sector management.Setting: The chosen government ministry is headquartered in Harare, Zimbabwe. The ministry comprises nine departments, each headed by an appointed director who acts as the Head of Department (HOD).Methods: A qualitative research approach was employed and a sample of eight participants, consisting of HODs, was purposefully selected from the population. Open-ended qualitative responses were analysed thematically.Results: The results suggest that effective and sustainable public sector strategic management requires not only a single invariant approach but a set of values, processes, procedures, tools, techniques and practices that must be selectively and strategically adapted to unique situations in order to produce desirable results.Conclusion: A strategic triangle admixture of ‘legitimacy and support’, ‘operational capabilities’ and ‘public value’ offers more marginal flexibility, decreases uncertainty, generates more focus, and is easily understandable when pursuing effective public sector management. However, this approach needs to be considered in conjunction with the traditional models to optimise set goals.