dc.contributor.author |
Le Roux, Catherine
|
|
dc.contributor.author |
Pretorius, Marius
|
|
dc.date.accessioned |
2016-08-01T05:24:24Z |
|
dc.date.available |
2016-08-01T05:24:24Z |
|
dc.date.issued |
2016-05-05 |
|
dc.description.abstract |
Sustainability is an essential theme for business. In order to compete, strategies need to
be improvised and efficient and effective decisions need to be made for improved sustainability
performance. Despite management’s apparent knowledge of this, it appears that challenges persist
with sustainability’s embeddedness in decision-making and its implementation in practice. In this
study we propose a metaphor applying an integrative view of sustainability as support for
management. We offer six antecedents of sustainability embeddedness in decision-making that
contribute to building and confirming theory, and also provide a better understanding of current
practice around sustainability embeddedness so that strategies can be developed for improved
sustainability performance. Employees on all management levels in a stock exchange listed company
provided rich empirical data for the study. Through the analysis of data in a case study, antecedents
were inductively identified, conceptualized, and presented as using descriptive labels, namely:
A True North Destination—a vision of sustainability embeddedness; Mountains—three obstacles;
Fog—confusion and complexity; Myopia—shortsightedness; Navigation Necessities—requirements
for the journey; and finally, the Chosen Team—selected stakeholders. Sustainability embeddedness
was found to be dependent on leadership, the strategy message and structures, performance measures,
and policies that support a unified culture for sustainability embeddedness. |
en_ZA |
dc.description.department |
Business Management |
en_ZA |
dc.description.librarian |
am2016 |
en_ZA |
dc.description.uri |
http://www.mdpi.com/journal/sustainability |
en_ZA |
dc.identifier.citation |
Le Roux, C & Pretorius, M 2016, 'Navigating sustainability embeddedness in management decision-making', Sustainability, vol. 8, no. 4, pp. 1-23. |
en_ZA |
dc.identifier.issn |
2071-1050 |
|
dc.identifier.other |
10.3390/su8050444 |
|
dc.identifier.uri |
http://hdl.handle.net/2263/56136 |
|
dc.language.iso |
en |
en_ZA |
dc.publisher |
MDPI Publishing |
en_ZA |
dc.rights |
© 2016 by the authors; licensee MDPI, Basel, Switzerland. This article is an open access
article distributed under the terms and conditions of the Creative Commons Attribution
(CC-BY) license. |
en_ZA |
dc.subject |
Sustainability |
en_ZA |
dc.subject |
Embeddedness |
en_ZA |
dc.subject |
Decision-making |
en_ZA |
dc.subject |
Sustainable decisions |
en_ZA |
dc.subject |
Integrative view |
en_ZA |
dc.subject |
Metaphor |
en_ZA |
dc.subject |
Antecedents |
en_ZA |
dc.title |
Navigating sustainability embeddedness in management decision-making |
en_ZA |
dc.type |
Article |
en_ZA |