The Development of Sustainability Leadership Framework: from Strategy to Results
ABSTRACT
This paper describes about the development of sustainability leadership framework, especially from the business strategy to the business results. First, it consists of an illustration of the need for a comprehensive sustainability leadership framework. Second, it describes about the core construct in the context of corporate sustainability related to workforce engagement. Further, it also illustrates about the macro-level and micro-level components of sustainability leadership respectively.
INTRODUCTION
Generating a shift in people’s consciousness requires a “Sustainability revolution” (Edwards, 2005). To develop the strategic imperative of the new millennium, hence we have to emphasize on the excellence, quality, and reengineering movements of the late 20th century. Regarding sustainability issues, substantial public interests are fueling on corporate focus. For example, it requires changes in legislation, pressure from stakeholders, and reluctant managers to take into account on sustainability issues.
Sustainability initiatives should be considered by companies due to several reasons. Sustainability can be adopted as branding strategies, image strategies, cut cost endeavors, differentiate themselves from competitors, and firms’ value statements. Morsing and Oswald (2009), for example, argued that a healthcare company, namely Novo Nordisk integrates a commitment in their business conduct as one of their corporate values. On the other hand, the firms’ management training and the firms’ balanced scorecard measures are other examples of company’s values that can be regarded as sustainability initiatives (Harget & Williams, 2009). Furthermore, Bonini et al. (2009) stressed that a social responsibility dashboard is another example of sustainability initiatives that can be classified as a company’s values.
THE NEED FOR A COMPREHENSIVE SUSTAINABILITY FRAMEWORK
There is still a gap with regard to the development of a comprehensive firm’s
This paper describes about the development of sustainability leadership framework, especially from the business strategy to the business results. First, it consists of an illustration of the need for a comprehensive sustainability leadership framework. Second, it describes about the core construct in the context of corporate sustainability related to workforce engagement. Further, it also illustrates about the macro-level and micro-level components of sustainability leadership respectively.
INTRODUCTION
Generating a shift in people’s consciousness requires a “Sustainability revolution” (Edwards, 2005). To develop the strategic imperative of the new millennium, hence we have to emphasize on the excellence, quality, and reengineering movements of the late 20th century. Regarding sustainability issues, substantial public interests are fueling on corporate focus. For example, it requires changes in legislation, pressure from stakeholders, and reluctant managers to take into account on sustainability issues.
Sustainability initiatives should be considered by companies due to several reasons. Sustainability can be adopted as branding strategies, image strategies, cut cost endeavors, differentiate themselves from competitors, and firms’ value statements. Morsing and Oswald (2009), for example, argued that a healthcare company, namely Novo Nordisk integrates a commitment in their business conduct as one of their corporate values. On the other hand, the firms’ management training and the firms’ balanced scorecard measures are other examples of company’s values that can be regarded as sustainability initiatives (Harget & Williams, 2009). Furthermore, Bonini et al. (2009) stressed that a social responsibility dashboard is another example of sustainability initiatives that can be classified as a company’s values.
THE NEED FOR A COMPREHENSIVE SUSTAINABILITY FRAMEWORK
There is still a gap with regard to the development of a comprehensive firm’s