Sustainable Business Policies and Procedures
Texas A&M University-Commerce.
Dr. Jennifer L. Flanagan
TABLE OF CONTENTS
Purpose of Study
Review of the Literature
Strategic Management and Sustainability
Cost of Going Green
Data Collection Process
Summary, conclusions, and recommendations
Chapter 1: Introduction
John Ehrenfeld states in Beyond Sustainability, “sustainability is a characteristic of living systems…the most basic level of sustainability is that of flourishing…I define sustainability as the possibility that humans and other life flourish on the Earth forever” (Ehrenfeld, 2006). This concept would seem to most as one that should be implemented across the board. Allowing what we use today, to be available for future generations or even tomorrow’s work orders, is a framework that most strategic business people would embrace. This, however, is not the case for most organizations; in fact some even rebel against this change. “Current financial decision-making does not fully capture the value of sustainability-related investments” (Laughland & Bansal, 2011). The issue is that organizations are just not aware how to correctly get from unsustainable business practices to sustainable business practices. What are the rules? What are the guidelines? Are our customers going to understand what it is we are doing? Will this makes us more money or cost us more money? All these are reasons not to introduce sustainable business policies and procedures. However, these are all bad reasons not to do it as well. Problem Statement
Most companies observe going “green as costly and insignificant to their bottom line and image. This, however, could not be further from the truth. The purpose of this study is to determine if this problem is fact or fiction. Purpose of Study
The importance of determining the difference from organizations believing that becoming more sustainable is a risk they are unwilling to take because of cost, lack of understanding, or lack of framework is tangible or not. Are organizations willing to take risks if they become more educated, or seek out experts to help them become more intangible when it comes to these policies and procedures? It is true that costs are high at the start of any sustainability program or project. However, the return on investment (ROI) will make the initial startup costs seem insignificant after the social impacts, environmental, impacts, and financial impacts are realized through positive gains. Study Hypothesis
If more organizations embraced the concept of sustainability and the Triple-Bottom-Line, the operations would tend to focus less on the profits and more on the human and natural resources that are used to make those profits, enabling the future operations to ensure that what we use today will be able to be used tomorrow.
Chapter 2: Review of Related Literature
Strategic Management and Sustainability
Most organizations have vision and mission statements that let all stakeholders what the organization values and believe its purpose for existing. Most want to make money in a responsible way is an assumption that many make, however, getting an organization to follow through with this thought can be quite challenging. Getting a framework in place that can start an organization on a sustainable path. Frameworks like the International Organization for Standardization ISO 26000 social responsibility platform “provides guidance on how businesses and organizations can operate in a socially responsible way” (ISO, 2010)Using this framework to implement new fundamental goals and initiatives in regards to becoming socially responsible and sustainable, is a key factor...
References: Design Recycle Inc. (n.d.). Comparison Chart LED Lights vs. Incandescent Light Bulbs vs. CFLs. Retrieved from http://www.designrecycleinc.com/led%20comp%20chart.html
Ehrenfeld, J. (2006). Beyond Sustainability. Stanford: Creative Commons.
EPA. (2009). http://www2.epa.gov. Retrieved April 9, 2015, from http://www2.epa.gov/enforcement/case-summary-asarco-2009-bankruptcy-settlement
Epstein, M. J., & Yuthas, K. (2012). Analyzing Sustainability Impacts. Strategic Finance, 27-33.
Glavas, A. (2012). Employee Engagement and Sustainability. Journal of Corporate Citizenship, 13-29.
Hahn, R. (2012). ISO 26000 and the Standardization of Strategic Management Processes for Sustainability and Corporate Social Responsibility. Business Strtegy and the Environment, 442-455.
ISO. (2010). ISO 26000 - Social responsibility. Retrieved April 9, 2015, from http://www.iso.org/iso/home/standards/iso26000.htm
Laughland, P., & Bansal, T. (2011). The Top Ten Reasons Why Businesses Aren 't More Sustainable. Ivey Business Journal.
Rodgers, K., & Hudson, B. (2011). The Triple Bottom Line; The Synergies of Transformative Perceptions and Practices for Sustainability. OD Practitioner, 3-9.
SHRM. (2011). Advancing Sustainability: HR 's Role. Alexandria: Society for Human Resource Management.
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