Sustainability: The missing ingredient in strategy

Ingrid Bonn, Josie Fisher

Research output: Contribution to journalArticleResearchpeer-review

67 Citations (Scopus)

Abstract

Purpose This paper explores ways in which different dimensions of sustainability can be addressed at the strategic level within organizations. Design/methodology/approach Building upon previous research, the authors provide a conceptual overview before developing a framework that outlines how sustainability can be addressed during the strategic decisionmaking process and as part of the organization's corporate, business and functional level strategies. Findings Research has demonstrated that many managers do not understand how to make their organizations more sustainable, even though they recognize the benefits of doing so. The framework developed in this paper suggests a way for managers to integrate sustainability into strategy. It focuses on the strategic decisionmaking process, including the cognitive characteristics of strategic decisionmakers and the strategy content at the corporate, business and functional levels. The authors also address the role of organizational culture and vision in supporting sustainable strategies. The framework is illustrated by case examples of BHP Billiton, Loving Earth, the Australian Wine Industry, and Migros. Practical implications The framework can be used by managers and scholars to assess the degree to which organizations have strategically addressed sustainability and to identify opportunities for further improvements. Originality/value The value of this paper lies in the treatment of sustainability as a strategic, as opposed to an operational, issue. By adopting a strategic approach to sustainability, organizations are more likely to include economic, environmental and social considerations in all aspects of business on an ongoing basis.

Original languageEnglish
Pages (from-to)5-14
Number of pages10
JournalJournal of Business Strategy
Volume32
Issue number1
DOIs
Publication statusPublished - 4 Jan 2011

Fingerprint

Sustainable development
Managers
Industry
Wine
Sustainability
Earth (planet)
Economics
Decision-making process

Cite this

Bonn, Ingrid ; Fisher, Josie. / Sustainability : The missing ingredient in strategy. In: Journal of Business Strategy. 2011 ; Vol. 32, No. 1. pp. 5-14.
@article{9a49e8213e5e4334937b829229a6e170,
title = "Sustainability: The missing ingredient in strategy",
abstract = "Purpose This paper explores ways in which different dimensions of sustainability can be addressed at the strategic level within organizations. Design/methodology/approach Building upon previous research, the authors provide a conceptual overview before developing a framework that outlines how sustainability can be addressed during the strategic decisionmaking process and as part of the organization's corporate, business and functional level strategies. Findings Research has demonstrated that many managers do not understand how to make their organizations more sustainable, even though they recognize the benefits of doing so. The framework developed in this paper suggests a way for managers to integrate sustainability into strategy. It focuses on the strategic decisionmaking process, including the cognitive characteristics of strategic decisionmakers and the strategy content at the corporate, business and functional levels. The authors also address the role of organizational culture and vision in supporting sustainable strategies. The framework is illustrated by case examples of BHP Billiton, Loving Earth, the Australian Wine Industry, and Migros. Practical implications The framework can be used by managers and scholars to assess the degree to which organizations have strategically addressed sustainability and to identify opportunities for further improvements. Originality/value The value of this paper lies in the treatment of sustainability as a strategic, as opposed to an operational, issue. By adopting a strategic approach to sustainability, organizations are more likely to include economic, environmental and social considerations in all aspects of business on an ongoing basis.",
author = "Ingrid Bonn and Josie Fisher",
year = "2011",
month = "1",
day = "4",
doi = "10.1108/02756661111100274",
language = "English",
volume = "32",
pages = "5--14",
journal = "Journal of Business Strategy",
issn = "0164-5382",
publisher = "Emerald Group Publishing Ltd.",
number = "1",

}

Sustainability : The missing ingredient in strategy. / Bonn, Ingrid; Fisher, Josie.

In: Journal of Business Strategy, Vol. 32, No. 1, 04.01.2011, p. 5-14.

Research output: Contribution to journalArticleResearchpeer-review

TY - JOUR

T1 - Sustainability

T2 - The missing ingredient in strategy

AU - Bonn, Ingrid

AU - Fisher, Josie

PY - 2011/1/4

Y1 - 2011/1/4

N2 - Purpose This paper explores ways in which different dimensions of sustainability can be addressed at the strategic level within organizations. Design/methodology/approach Building upon previous research, the authors provide a conceptual overview before developing a framework that outlines how sustainability can be addressed during the strategic decisionmaking process and as part of the organization's corporate, business and functional level strategies. Findings Research has demonstrated that many managers do not understand how to make their organizations more sustainable, even though they recognize the benefits of doing so. The framework developed in this paper suggests a way for managers to integrate sustainability into strategy. It focuses on the strategic decisionmaking process, including the cognitive characteristics of strategic decisionmakers and the strategy content at the corporate, business and functional levels. The authors also address the role of organizational culture and vision in supporting sustainable strategies. The framework is illustrated by case examples of BHP Billiton, Loving Earth, the Australian Wine Industry, and Migros. Practical implications The framework can be used by managers and scholars to assess the degree to which organizations have strategically addressed sustainability and to identify opportunities for further improvements. Originality/value The value of this paper lies in the treatment of sustainability as a strategic, as opposed to an operational, issue. By adopting a strategic approach to sustainability, organizations are more likely to include economic, environmental and social considerations in all aspects of business on an ongoing basis.

AB - Purpose This paper explores ways in which different dimensions of sustainability can be addressed at the strategic level within organizations. Design/methodology/approach Building upon previous research, the authors provide a conceptual overview before developing a framework that outlines how sustainability can be addressed during the strategic decisionmaking process and as part of the organization's corporate, business and functional level strategies. Findings Research has demonstrated that many managers do not understand how to make their organizations more sustainable, even though they recognize the benefits of doing so. The framework developed in this paper suggests a way for managers to integrate sustainability into strategy. It focuses on the strategic decisionmaking process, including the cognitive characteristics of strategic decisionmakers and the strategy content at the corporate, business and functional levels. The authors also address the role of organizational culture and vision in supporting sustainable strategies. The framework is illustrated by case examples of BHP Billiton, Loving Earth, the Australian Wine Industry, and Migros. Practical implications The framework can be used by managers and scholars to assess the degree to which organizations have strategically addressed sustainability and to identify opportunities for further improvements. Originality/value The value of this paper lies in the treatment of sustainability as a strategic, as opposed to an operational, issue. By adopting a strategic approach to sustainability, organizations are more likely to include economic, environmental and social considerations in all aspects of business on an ongoing basis.

UR - http://www.scopus.com/inward/record.url?scp=78650184288&partnerID=8YFLogxK

U2 - 10.1108/02756661111100274

DO - 10.1108/02756661111100274

M3 - Article

VL - 32

SP - 5

EP - 14

JO - Journal of Business Strategy

JF - Journal of Business Strategy

SN - 0164-5382

IS - 1

ER -