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PurposeThe purpose of the paper is to present a conceptual framework and a set of conditions within which nations and business can strive to embed sustainability in corporate/national strategy. The objective is to motivate business and national leaders to do so with sustainability mindsets and strategic leadership. The pre‐conditions that will accelerate the "motivation" to do so are identified, as are interventions identified. The sphere of influence business and national leaders have to impact sustainable globalization is identified.Design/methodology/approachThe approach is to focus on information in the public domain that outlines the "real" challenges faced by nations and business as they consider the need for sustainability and key issues such as "poverty and climate change", which if not addressed could have detrimental strategic implications for the planet, business and nations. The changes that have taken place since 1982 when global leaders signed up to Agenda 21 and the relatively insignificant movement that has occurred to date is outlined to strengthen the case for quantum leaps in the short to medium term. The strategic framework recommended is one that combines the need for organizations to set a new gold standard for "corporate responsibility", which is a "commitment to sustainable business" followed by a commitment to differentiating the business or nation on a sustainability paradigm. This is presented as means to embedding sustainability in strategy in the form of the concept of "strategic corporate sustainability". The concept of strategic corporate sustainability is presented as a two‐step approach that initially requires both national and corporate leaders to commit to the need for sustainability by developing triple bottom line strategies. This is followed by the need to embed sustainability strategy as the corporate strategy that differentiates the nation and the business, strategically setting it apart from those that have not done so. This is presented as one of the ways to move forward to achieve the goal of sustainable globalization.FindingsThe key findings from information in the public domain of nations and business that have embedded a sustainability policy and are demonstrating that enlightened leaders who have sustainability mindsets as a primary requirement for the future are presented with the examples of General Electric and Unilever. The process of nations embedding sustainability policy, which in turn motivates business to strive for sustainable business, which finally leads to sustainable consumption, is presented in a sequential manner.Originality/valueThe originality of the paper is in the form of the concept of strategic corporate sustainability, which was first mooted in 2008 at Cambridge University and has since been accepted as a key subject and elective for MBA and AMP programs between 2008 and 2012 at many business schools, confirming both its validity and its originality.

PurposeThis paper aims to explore the question of the role of business in development from a contextual point of view. The context is Nigeria and its development challenges contrasted with the Nigerian oil industry, which dominates the Nigerian economy as the core resource. It examines the country's attempt to reconnect the oil industry business with development through the Nigerian Petroleum Industry Bill (PIB).Design/methodology/approachThis paper primarily examines the attempt to re‐orient the oil industry in Nigeria through the Nigerian PIB. It adopts a conceptual approach analyzing the current debates and delays surrounding the bill in line with themes of human development and corporate social responsibility (CSR). It therefore examines and questions the linkages between business, development, law and governance.FindingsThe main findings suggest that development is best viewed in context of the needs of the relevant country and therefore if corporations through CSR are to engage more meaningfully with the developmental agenda then it must move beyond "self‐interested" models of CSR and engage meaningfully and fairly with facilitative frameworks in the "local" contexts, including the use of law.Originality/valueThis paper is an exploratory discussion that examines the potential and limitations of linking business to development agendas in an ongoing context. This is because the Nigerian Petroleum Industry Bill, originally drafted in 2008, has not yet passed into law at the end of 2011. This is the result of delays and uncertainty, which is costing the industry and the country significantly at a time when the developmental needs are paramount.

PurposeThis paper explores the paradigm of international development that has persisted for the past five decades, and asks whether a fresh approach is needed – one that builds on the developmental potential of the corporate sector, not just on donor aid.Design/methodology/approachThis article explores both how corporations contribute to development and also the challenges in incorporating them into the wider processes of international development. This is achieved through the examination of two key sets of literature. The first is that regarding the effectiveness of the existing approach to international development. The second, smaller but growing, explores the impact that the corporate sector has had on raising countries out of poverty.FindingsThis paper finds that despite the cost and effort, most developing countries remain just that – developing. Where countries have developed, there is strong evidence to suggest that this has been the result, not of international aid, but of a thriving corporate sector. Yet companies remain outside the prevailing development paradigm, and their contribution to lifting countries out of poverty remains poorly understood. This paper makes a number of recommendations in relation to further research that is needed, and also policy approaches that need to be explored.Research limitations/implicationsIt is apparent from this paper that more and detailed scholarly work is needed to improve further our understanding of how companies contribute to development.Practical implicationsFor policy makers this paper demonstrates an urgent need to develop better and more thorough‐going processes to engage with the corporate sector.Originality/valueThe role that companies play in international development remains under‐explored. This paper is therefore a novel contribution to this debate, and one that has significant implications for both the academic and policy communities.

PurposeThe purpose of this paper is to provide a framework for understanding and analysing business's role as a development actor, and the distinction between development tool and development agent.Design/methodology/approachThe paper presents a theoretical analysis based on secondary data and empirical research.FindingsBusiness has various roles to play in the social and economic development of poorer countries, but are all of them equally important and laudable? Mainstream economics has long held that the private sector is essential to economic prosperity, and this has led policy‐makers and neoliberal thinkers to treat it as a tool for development. But under what circumstances does business go beyond acting out its assigned role as a tool of development to become what this article calls a "development agent" – something that consciously strives to deliver, and moreover be held to account for, developmental outcomes?Research limitations/implicationsThe article presents a framework for a more structured approach to further empirical research, but does not claim to apply that framework in empirical situations.Social implicationsDespite the considerable literature advocating why business should be a development agent, much less attention has been paid to two more fundamental questions: whether and under what circumstances business will take on such a role; and what being a development agent means. These are the central questions of this article. Answering them enables business practitioners, policy‐makers and academics to predict more accurately when business engagement is likely to deliver genuine development value and be sustainable, and hence when it is a worthwhile business, advocacy or policy objective. It also enables improved decision‐making by non‐private sector partners such as development agencies and NGOs.Originality/valueThe article addresses the above questions in turn with reference to empirical research by the author over nearly two decades, and both the corporate responsibility and the international development literature. It discusses what being a genuine development agent means, and provides a framework for understanding the business‐poverty relationship based on business as a cause, a victim, and a solution in international development terms. It concludes with a discussion of how well business is performing as a development agent, and the future potential and limitations of this role.

PurposeThis paper seeks to make a contribution to debate regarding the place of sustainability in the management education curriculum with data regarding the opinions on this question of business leaders across both developed and emerging markets.Design/methodology/approachThe analysis in this paper was conducted at the invitation of the secretariat of the UN PRME, led by a team from Ashridge and EABIS, supported by Accenture, and presented for the first time at the 2nd Global Forum for Responsible Management Education convened by the UN in New York in June 2010. The analysis draws on data collected by Accenture as part of the UN Global Compact‐Accenture CEO Study 2010, which included in‐depth interviews with 50 CEOs, Chairpersons and Presidents of UN Global Compact member companies and an online survey of 766 Global Compact member CEOs.FindingsAmong CEOs of those organizations that have begun thinking in a sophisticated way about trends relating to sustainability, there is a growing consensus across both developed and emerging markets, and across different industries and organization type, that management education is one of the most important elements in stimulating the kind of organizational change required to effectively address those trends.Practical implicationsThe data suggest that debate in business schools about whether or not sustainability is a real issue deserving of their consideration is becoming less relevant. Questions that become more important include: how to do management education for sustainability well? And how can we effectively stimulate the kind of organizational change that needs to occur in business schools for sustainability to be embraced across the faculty?Research limitations/implicationsAreas for further research include empirical research on both the most effective pedagogical approaches for management education for sustainability, and the most effective strategies for organizational change for sustainability within business schools themselves.Originality/valueThis paper presents a snapshot of business leader opinion from the first part of 2010, and thus complements earlier similar surveys of business leader opinion on the question of the place of sustainability in the management education curricula. This will be of particular interest to administrators and teaching faculty within business schools across both developed and emerging markets.

PurposeThis paper aims to understand which strategies a multinational can adopt in emerging countries where it operates towards local communities, in terms of sustainability.Design/methodology/approachThis paper is the result of a two‐year research, conducted through multiple case studies, with a special focus on emerging markets (Brazil, South Africa, Pakistan, India, Argentina), and the professional experience of the author as international stakeholder engagement manager in ENI.FindingsThe research identified a 2×2 matrix with four possible strategies coming from the multiple case study analysis and depending on the internal focus of CSR and the external perception of business through local communities. The research also shows how a company can adopt a portfolio of those strategies.Practical implicationsThis paper presents a model to be adopted by multinationals both to have the picture of their situation at a certain date and to plan their interventions in emerging countries.Originality/valueIn the literature of CSR there is still an area to be developed, which is the application of CSR concept in emerging countries.

PurposeThe economic crisis has more than ever revealed the necessity for companies to extend their focus from the maximization of shareholder returns to the management of their complex stakeholder relationships including societal stakeholders. Although companies and scholars alike have been searching for adequate performance measurement systems that allow them to evaluate their relations with society, practical approaches to measure the benefits of CSR are still missing. This paper aims at filling this research gap. It proposes a measurement and a governance model to evaluate and manage the business as well as the societal benefits of CSR.Design/methodology/approachThe research follows a two‐step approach. First, a measurement model is developed based on a sound theoretical analysis. It is then applied in an in‐depth case study to test its applicability to business practice.FindingsThe research finds that current measurement approaches fail to provide a practicable measurement framework, especially relating to an evaluation of individual CSR activities. Thus, a framework is developed that applies methods of investment appraisal as well as qualitative evaluation approaches to individual CSR activities. The case study offers an easy‐to‐use evaluation tool that can be directly applied by business practice.Originality/valueCurrent research mostly focuses on quantitatively or qualitatively evaluating CSR. However, a comprehensive measurement of CSR needs to combine both. This is the focus of this paper. In addition, most measurement models focus on the business case for CSR. In this research, this perspective is complemented by proposing an evaluation from both perspectives – business and society.

PurposeThis paper aims to reconsider "the crisis" in terms of a failure in dominant economic thinking and to discuss the repercussions for corporate governance.Design/methodology/approachThe paper provides a rational narrative deconstruction of the crisis.FindingsThe paper suggests a new agenda for collaborative research and activism in the direction of more effective governance.Originality/valueThe paper concludes with a radical agenda for a new way of thinking.

PurposeThis paper seeks to discuss the sustainability of the global economy.Design/methodology/approachThe approach takes the form of a discursive narrative based on practitioner experience.FindingsIt was found that a sustainable economy can be encouraged by thinking in terms of green innovation.Originality/valueThe paper offers original insight into the direction of a major global technology corporation.

PurposeThis submission aims to set out a new conception of value creation. In examining the impact of the downturn on notions of business success, and contemplating potential scenarios for new measures of corporate value, it is proposed to examine the implications for business in adapting to the new economy.Design/methodology/approachThe paper is based on Accenture's unrivalled access to business leaders around the world, both through work with leading multinational companies and a survey of over 800 global CEOs conducted on behalf of the United Nations Global Compact – the largest CEO study on sustainability to date.FindingsIn the wake of the financial crisis, significant implications are seen for conceptions of corporate value creation. In examining four potential scenarios for the development of the new economy, it was found that changing notions of business success will demand new capabilities for companies. New skills will be required in creating, measuring and communicating value, from the mechanics of performance management and complex negotiations with stakeholders, often utilising new technologies (such as social networking).Originality/valueThe paper, based on extensive conversations with an unprecedented set of leading global CEOs, posits a new conception of value creation for business in the new economy. By examining the forces shaping businesses' response to societal demands, there are set out some of the ways in which business could respond – and some of the capabilities that will be required to make the transition to a new era of sustainability.

PurposeThis paper aims to explore how existing collaborative governance arrangements in the context of corporate responsibility (e.g. the Global Reporting Initiative and Social Accountability 8000) need to collaborate more directly in order to enhance their impact. The objective of this paper is twofold: primarily, to explore existing and potential linkages between multi‐stakeholder standards; but, at the same time, to explore the potential for standard convergence.Design/methodology/approachThe paper follows a conceptual approach that is supported by a variety of case examples. First, the nature and benefits as well as shortcomings of multi‐stakeholder standards are explored. Second, a categorization scheme for the availability of such standards is developed. Third, linkages between the different standard categories are explored and discussed. Last but not least, the paper outlines practical implications.FindingsA variety of linkages between existing multi‐stakeholder standards exist. These linkages need to be strengthened, as the market for corporate responsibility is unlikely to support a great variety of partly competing and overlapping initiatives.Originality/valueThe paper offers a structured discussion of potential linkages between multi‐stakeholder standards and thus complements the literature where such initiatives are discussed (usually without much mention of linkages). Practitioners will find the discussion useful to explore how their participation in a variety of initiatives can be better coordinated.

PurposeParallel with business and society relationships, the business and government relationship needs greater attention. Business and government relations beyond short‐term lobbying could be seen as a strategic activity aimed at creating sustainable value for the company. As such it would become much easier to achieve competitive advantage and align the company's commercial with the public interest. This paper seeks to examine this issue.Design/methodology/approachThe paper aims to scan the issue with a view to further research.FindingsThe economic crisis and the imminent new wave of regulation make a new approach to lobbying more pressing.Originality/valueThe paper is based on political and economic writings and on practical experience in the public and private sector.