Employees As Key Success Factors For Sustainability Strategies

Fully integrating sustainability into a corporate strategy has progressively become the ubiquitous norm. However, designing a credible, effective sustainability strategy still appears to be a challenging task and lacking employee support frequently labels the strategies as insignificant public relations practices. As the awareness for sustainability issues prevails, the call for a substantial paradigm shift in corporate mindsets emerges: For any sustainability strategy to be successful, the affected employees need to be aligned and engaged behind it. Human Resource Development (HRD) as proper training enabler for such strategies offers important voice and expertise to realize the true satisfaction of sustainability ambitions. At the present time of globalization and due to the critical need to consider environmental, social, and financial consequences of business operations, the sustainability movement cannot be considered a passing trend. Since HRD is expected to play a facilitative role in establishing corporate sustainability, this work proposes theoretical approaches linking HRD with sustainability and corporate responsibility. The empirical purpose of this study is to investigate the current engagement of HRD in the field, examining one fundamental question: Assuming that employees are key success factors for sustainability strategies, how can HRD professionals and departments ensure that sustainable behavior will be part of all members of a company? Drawing from qualitative expert interviews with senior HRD managers of large companies that declare explicit commitment to sustainability within different industries, the evidence shows that their engagement still tends to be limited. This research concludes with an argument for greater involvement of HRD in corporate sustainability endeavors and offers suggestions for research and practice towards this end.

At a time when "going green" is at the top of the agenda of many organizations one of the most critical success factors of strategy implementation escapes the notice of many business professionals: the alignment of employees with the green strategy.As employees are considered the linchpin of organizations' strategic operational success, Going Green Together illustrates how to align employees with green strategies to facilitate a flawless realization of organizations' environmental goals. From his experiences in the utility sector, Frank Roettgers indicates where the differences lie between general strategy alignment and the alignment with green strategies. The dissertation explains how organizations are able to increase the number of strategically aligned employees, embed green thinking in daily routines, and induce a more action-related behavior towards the implementation of green strategies. Elaborating on aspects such as company culture, communication methods, leadership style, and incentives, this research project illustrates how organizations are able to cultivate a green framework, align their employees, and thereby lay the foundation for a sustainable competitive advantage.

Covering both practical and theoretical aspects of strategic management, this three-volume work brings the complex topic down to earth and enables readers to gain competitive business advantages in their marketplace. This clear, insightful, and interesting work covers all aspects of strategic management, including chapters that discuss SWOT (Strengths, Weaknesses, Opportunities, and Threats) analysis, the Resource-Based View, transaction cost economics, and real options theory. Unlike other books, this three-volume work examines strategic management from different perspectives, effectively interweaving seemingly disparate subdisciplines, such as entrepreneurship and international business, with specialized foci, such as creativity, innovation, and trust. Incorporating information from contributors as varied as a proprietor of a worldwide motorcycle business to one of the most published scholars in the field of international strategic management, the practical and theoretical perspectives presented in Strategic Management in the 21st Century will benefit business strategists, professors of strategic management, and graduate students in the field.

Sustainability is a top priority for organizations and a key strategy in corporate agendas, but the effective deployment of any strategy demands that the strategy is consistent, functional, and aligned. This Handbook advocates sustainability strategies that encompass environmental, social, and economic dimensions at department-level.

Sustainability is, and continues to grow as, a key issue for organizations: in the board room; with investors, customers and regulators; and from employees whose demands on organizations include improving their social and environmental performance in return for loyalty and commitment. However, as well as employees being a driver for organizations to embrace corporate sustainability, employees are also one of the most critical assets in enabling an organisation to understand and be able to deliver to its economic, social and environmental responsibilities. Research shows that employees of all types are vital in the pursuit of sustainability, however, to date there is no one source that shows all of these identified types of employees and how they are involved in the sustainability process. This book fills that gap with interviews and case studies for each type of employee, as well as up-to-date research and analysis of the critical role of ‘social intrapreneurs’ and leaders within organisations. The book uses real life examples along with the latest research in an informative and accessible style. Management theory is used throughout – such as motivation, leadership skills and organisational behaviour – but this is discussed through examples, rather than in a theoretical manner. This book will provide insight, examples and advice on the different types of employees who are, and can, contribute to a sustainable world via the organisation they work for: what they are doing from within the organization to contribute to societal, economic and environmental sustainability.

Strategic Sustainability examines how organizations can implement environmental sustainability science, theories, and ways of thinking to become more competitive. Including examples and ideas implemented in various countries, it is based on known scientific principles about the natural world and organizational principles focusing on the work domain. The intersection of these two realms of research creates a powerful and new approach to comprehensive, seemingly contradictory issues. Daniel S. Fogel draws from disparate fields and creates a story about organizations, their future and how people are part of the problem and, more importantly, part of the solution. Readers will find ways to take action to improve organizations and avoid denigrating our natural environment, learning to be mindful of the urgency we should feel to improve our impact on the world. The focus on the natural environment provides a powerful focus for creating value in organizations and addressing the major challenges we all face. Advanced sustainability students, working professionals and board members, managers and legislators responsible for governing organizations or implementing public policy will find this book useful. A companion website features an instructor’s manual with test questions, as well as 38, 10-minute videos for classroom use.

Managing Employee Performance and Reward critically examines contemporary theory and practice in these central fields of human resource management (HRM), providing a comprehensive overview of the key concepts and topics, and draws on a wide range of case studies to demonstrate the theories. The book provides an analysis of the crucial literature on remuneration and performance management, exploring the main theories, debates and practices. The book seeks to provide students with a thorough understanding of the debates associated with issues of work motivation, pay equity, performance management ethics; the methods of pay and performance management; the systems of performance pay; and the options and issues facing managers. It encourages students to form a critical understanding of the debates it raises by providing an overview of the alternatives.

Effective sustainability communication can deliver business value. Get it wrong, however, and the reputational damage will be costly. Stakeholders, and the general public as well as activists, are unforgiving of companies whose products, services, business practices or culture fall short of their socially responsible rhetoric. Based on close to one hundred in-depth interviews with leading experts, Christian Conrad and Marjorie Thompson's The New Brand Spirit helps corporate communications and marketing professionals tackle this conundrum by providing a first-hand view of eight distinct and relevant stakeholder perspectives. Nineteen comprehensive and well-researched best practice cases from sustainability leaders like IBM, Unilever, Marks & Spencer and Puma will inspire all those tasked with communicating sustainability with practical and applicable tools and lessons learned. The result is a book that will enable senior executives, corporate communication professionals and brand managers to decide when, to whom and how to communicate sustainability related messages - and when not to.