Suchergebnisse

Purpose– The purpose of this article is to present a multidisciplinary model that can be used as both a road map for practicing managers to create a sustainability focused culture within their own organizations, and as a guide for future research into the relationship between organizational culture and sustainability.Design/methodology/approach– A narrative synthesis approach is used to integrate extant empirical and practitioner literature spanning various disciplines to build a comprehensive model, including key propositions, to assist both practitioners and researchers alike. Case examples illustrating each component of the model in practice and implications for future research based on the key tenets of the model are also provided.Findings– Building an organizational infrastructure that fosters a culture of sustainability results in positive employee- and organizational-level sustainability performance.Research limitations/implications– The model presented is an important advancement in the sustainability literature. It is applicable to various sustainability efforts, and it may be applied regardless of the industry or the size of the companies undertaking sustainability initiatives. The model provides a framework to guide research into the relationship between organizational culture and sustainability. Future research should focus on the relationship between the different organizational factors identified in the model, organizational culture and sustainability performance.Practical implications– The multidisciplinary model presented can be used as a road map for practicing managers to create a sustainability focused culture within their own organizations.Originality/value– A gap exists in both the empirical and practitioner literature regarding the development and assessment of the organizational factors that foster a culture of sustainability. Moreover, no clear model exists with the expressed purpose of helping leaders create such a culture, while providing a framework to guide research into the relationship between organizational culture and sustainability. In this paper, a comprehensive model, including key propositions, to assist both practitioners and researchers alike is presented. Case examples illustrating each component of the model in practice and implications for future research based on the key tenets of the model are also provided.

This book is the first to combine the much talked about topics of leadership and sustainability, and provides readers with a comprehensive overview and pragmatic approach to leading sustainable organizations. Chapters include discussions, case examples, steps, and useful tools centred on the components of the Leading the Sustainable Organization model. This model provides managers with a pragmatic, end-to-end framework for creating (in the case of new entities) or shifting (in the case of existing firms) their organizations' workforces to a sustainability focus. Leading the Sustainable Organization is the perfect tool for executives and managers in small, medium, and large companies, and in all industries, to assist with the difficult and confusing topic of leading sustainability efforts. This book will be of great interest to students and academics who want to learn more about corporate sustainability.

AbstractFirms are under increasing pressure from external forces to do what is right and behave ethically. However, we have only a limited understanding of how ethical and responsible business practices impact the value of the firm, both in the short and the long term. In this study, we examine 196 firms that were recognized as the world's most ethical firms from 20 countries over a 14‐year span. Results show that ethical behavior may have little effect on a firm's profitability in the short term. However, it has a positive effect on a firm's market value, reflecting the market's positive assessment of its long‐term performance. We also find that firms frequently listed among the world's most ethical companies tend to have higher market value than firms listed only once.