Leadership for the Sustainability Transition

Society is looking to business to help solve our most complex environmental and social challenges as we transition to a more sustainable economic model. However, without a fundamental shift in the dominant virtues that have influenced business decision making for the past 150 years to a new set of dominant virtues that better fit today's environment, it will be more natural for companies to resist the necessary changes than to find the opportunities within them. We use the term “virtues” quite broadly to describe dispositions to think, feel and act in skillful ways that promote the aims of a practice. Addressing this deeper level of cultural change is essential to cultivating new instinctive behavior in business decision making. In this article, we describe five clusters of virtues that facilitate effective response to the transition challenges—adaptive, collaborative, frugality, humility, and systems virtues. To illustrate the application of these virtues, we present a detailed case study of Green Mountain Power, a Vermont electric utility that has embraced the shift to renewable energy and smart‐grid technology, and is creating an innovative business model that is disrupting the industry. After distilling key findings from the case, we outline an approach to leadership development that can help accelerate the infusion of transitional virtues across an organization.     

Lean Six Sigma applied to process performance and improvement model for the development of electric scooter water-cooling green motor assembly

Abstract

In response to the environmental issues triggered by global warming, worldwide companies gradually put the factor of carbon emission into the process of product lifecycle, developing green technology or adopting cleaner production aimed at sustainable development. Lean Six Sigma has advantages of cutting waste and facilitating process improvements as well as system analysis, helping enterprises create the overall business benefits in the value chain. Used in the renewable energy industry, it can promote the triple bottom line (TBL), the performance of sustainable production for corporate profit, social responsibility and environmental responsibility. Therefore, this work took the process performance of the electric scooter water-cooling green motor manufactured in Taiwan with the world’s highest density of scooters as a case study. The developed performance evaluation and improvement model for manufacturing scheduling and process quality achieved the goal of economic benefits of enhancing process quality performance by shortening manufacturing scheduling and reducing process variations with Lean Six Sigma. Besides, they could respond to the policy of energy saving and carbon reduction – replacing the traditional scooters of high-carbon emissions with the electric scooters of low emissions. Furthermore, they could bring enterprises into harmony with economic benefits, ecological benefits and social benefits.     

Search for Alternatives and Collaboration with Incumbents: Two-Sided Sourcing Behavior in Business Markets*

Sourcing strategies in business markets have been considered separately and the practice of two-sided sourcing behavior—engaging in search for alternative suppliers and collaboration with an incumbent supplier—has not been examined. To fill that gap, we first identify boundary conditions under which the poor performance of an incumbent supplier intensifies an original equipment manufacturer's (OEM) search and collaboration. Then, we examine how an OEM's two-sided sourcing behavior influences one of the critical elements of sourcing performance: the responsiveness of the incumbent supplier. Our proposed hypotheses were tested with data from a national survey of 539 OEM purchasing managers in the Japanese electronics industry. The analysis results indicate three main findings. First, two environmental conditions—pace of technological change and volume uncertainty—have contrasting influences on the link between incumbent supplier performance and an OEM's search and collaboration. While uncertainty from the upstream channel (pace of technological change) enhances an OEM's search and collaboration, uncertainty from the downstream channel (volume uncertainty) lowers an OEM's search and collaboration. Second, an OEM's dependence on its incumbent supplier has differential effects: an OEM reduces search as its dependence on incumbent supplier increases, while it enhances collaboration as its dependence on incumbent supplier increases. Third, while search alone has a negative effect on responsiveness of an incumbent supplier, engaging in two-sided sourcing behavior (i.e., combining search with collaboration) has a positive effect on responsiveness of the incumbent supplier.     

The relative influence of country conditions, industry structure, and business strategy on multinational corporation subsidiary performance

Two competing theories of firm performance have been proposed in the business strategy literature, the industry structure view and the resource-based view of the firm. Empirical studies have estimated the relative contribution of industry structure, corporate, and business unit effects to business unit performance. These studies, however, have been restricted to using only single-country data. Missing from this debate is an international dimension that includes the relative importance of country conditions as a determinant of firm performance. The objective of this article is to fill this void by adding country characteristics to the analysis. Using cross-country data of four large multinationals in a single industry, we estimate the relative importance of country characteristics in addition to industry structure, corporate characteristics, and subsidiary strategy as determinants of subsidiary performance by using multiple regression analysis. This analysis also will contribute to the discussion on environmental determinism versus strategic choice. Country and industry characteristics are mainly outside the control of management, whereas corporate characteristics and subsidiary strategy are under management's control. Results show that country characteristics are by far the most important determinant of subsidiary performance, followed by industry structure, subsidiary strategy, and corporate characteristics. Thus, country conditions are a very important determinant of firm performance that so far has been overlooked in previous studies. These results indicate that subsidiary performance is determined mainly by conditions outside the control of subsidiary management. In terms of competing theories, these results support the environmental determinism view more than the strategic choice view and the resource-based view of the firm more than the industry structure view. These results also have important implications for multinational corporations' selection of countries for entry and investment and for performance evaluation of subsidiary management.     

Integrating information systems into business strategies

The role of information systems (IS) in business is changing rapidly. The information revolution, driven by dramatic improvements in cost and performance of the technology is radically altering the business environment of many firms— restructuring whole industries, re-aligning the balance of power and leverage of industry component firms and enabling competitive strategies to be implemented or sustained more effectively. This transformation of role requires strategies for information systems to become an integral part of business strategy formulation. Traditional approaches to the management of IS activities are inappropriate for the determination of business strategies for systems. However, the techniques of corporate strategic analysis and formulation can be used to determine how IS should be managed to gain maximum business benefit.     

Institutional Predictors of and Complements to Industry Self‐regulation with Regard to Labor Practices

In recent years, there has been increasing managerial and academic attention given to a variety of mechanisms for companies to respond to stakeholder concerns about global business ethics. One area that merits further analysis is the role of industry‐level cooperation regarding issues in global business ethics such as labor practices. There are two main issues that we will address in this article: institutional pressures that predict when an industry will create a code of conduct and institutional complements for an industry‐level code of conduct to be “successful” with regard to responding to stakeholder concerns about international business operations. We offer a number of propositions—bringing together work from both the corporate social responsibility and (neo)institutional theory literatures—with regard to both predictors and complements of industry self‐regulation in reference to labor practices.     

The Global Food Industry and “Creative Capitalism”: The Partners in Food Solutions Sustainable Business Model

Rising global food prices have driven 44 million additional people into extreme poverty—and malnutrition—in developing countries since June 2010. Partners in Food Solutions (PFS), a nonprofit social enterprise affiliated with General Mills, is proposed as the conduit for food industry managers, engineers, and scientists to initially advise small‐ and medium‐sized African mills and food processors—and later other developing countries—on improving supply chain management by addressing manufacturing problems, developing products, improving packaging, extending product shelf, and finding new product markets. In this article, the “creative capitalism” model of sustainability and social and environmental responsibility is applied to the food manufacturing industry's efforts supporting PFS. Furthermore, the evolution of the sustainable business model developed by PFS is thoroughly described, explained, and analyzed as a generic model of social enterprise to be “scaled up” by the global food manufacturing industry. A summary of salient points conclude the article.     

Competitive strategies in the Dutch insurance industry

Strategies formulated by companies are always an anticipation of or a reaction to environmental changes. This article describes the changes that have occurred in the environment of Dutch insurance companies. The well-known Porter model is used to describe the developments in the industry over a time-span of more than 10 years. These developments have resulted in a less attractive business environment. The larger Dutch insurance companies have reacted to this new environment in four major ways—internationalization; concentration; moving closer to the customer; acquiring bank-like activities.     

Environmental proactivity and business performance: an empirical analysis

This paper analyses the relationship between environmental proactivity and business performance on a sample of 186 industrial companies. This relationship is approached by studying a bundle of relationships between different dimensions or manifestations of environmental proactivity and different measures of business performance. The analysis in part supports the idea that environmental management can bring about competitive opportunities for companies, although it also reveals that some environmental practices produce negative effects. It is thus concluded that there is no one single response for the question of whether environmental proactivity has positive effects on business performance and that this relationship must be disaggregated into more specific and concrete relationships.     

Response of Japanese companies to environmental changes

How is Japanese business responding to environmental changes? This article reports on a survey of 140 major Japanese companies regarding other responses. The author concludes that: These companies are trying to meet the challenge; that there are differences from industry to industry which need to be delineated; out that there is a considerable difference between measures adopted and planned for implementation which suggest a positive attitude towards environmental changes.     

Environmental leadership in business education: Where's the innovation and how should we support it?

General managers have the power to shape environmental performance through the strategic decisions they make about products, markets and investments. Yet, often times managers fail to fully recognize the link between improved environmental performance and business performance. Over the past ten years, many business schools have added environmental content to their classes and research to help future business leaders recognize and act on these links. Ironically, although business leaders articulate ambitious environmental goals, corporate recruiting demands have not kept pace with the growing supply of these graduates. The following recap of the World Resources Institute's recent study, Grey Pinstripes with Green Ties: MBA Programs Where the Environment Matters, helps identify information barriers firms encounter in seeking new managers with a combination of business training and technical competence.     

Multiple recipes for success – A configurational examination of business portfolio restructurings

This explorative empirical study investigates which sets of portfolio restructuring design characteristics, contingent on individual firm and industry characteristics, lead to successful business portfolio transformations. We draw on insights from the strategic change, strategic fit, and organizational turnaround literature and develop a contingency model for transformation success. To allow for complex configurations, we employ a set-theoretic approach based on fuzzy set qualitative comparative analysis (fsQCA). Our findings suggest that there is no single best strategy for restructuring a portfolio. Rather, there are multiple pathways to success in portfolio transformation, depending on a firm's competitive posture and industry environment. In particular, our results highlight the pivotal influence of prior firm performance and environmental jolts on the design of successful business portfolio restructuring (BPR) strategies.     

Understanding the links among innovation performance,market performance and financial performance

Innovation and its impacts on business performance are strategically vital deliberations for modern business organizations. In this study, we examine how innovation performance affects two different facets of firm performance: market performance and financial performance. Many studies address the relationship between innovation and business performance, but few empirical studies analyze the interplay between those variables. Research results reveal a suppression effect of market performance on the innovation–financial performance relationship. We find a negative direct relationship between innovation and financial performance; however, market performance reverses this negative effect to a positive total influence through its suppression effect. This result indicates the vital role of market performance in converting innovation to positive financial outcomes. The proposed mediation model is relevant regardless of the set of firm-level and environmental contingency variables.     

Breaking down the “Green Wall” (part one): Early efforts at integrating business and environment at SC Johnson

Integrating environmental management initiatives with business functions, such as manufacturing and purchasing, is now a major goal in many firms. Most environmental professionals agree that success in this pursuit is a product of their greater involvement with traditional business management areas as well as their ability to avoid the “green wall”—the separation between environmental and business functions that companies often experience.In this article, the first of a two-part series, Mark Haveman and Mark Dorfman examine how some firms deliberately break down these barriers. The case study of SC Johnson specifically illustrates how elements such as gaining senior management commitment, explicitly aligning environmental issues with key business goals, and designing consistency into the overriding management system can all lead to breaking down that integration. In the next issue, authors from SC Johnson and the Alliance for Environmental Innovation will discuss a recent project to further the efforts of business-environment integration.     

Sustainable supply chain practices: an empirical investigation on Indian automobile industry

The purpose of this research study is to analyze sustainable supply chain (SSC) management practices for Indian automobile industry and to identify the critical factors for its successful implementation. Despite the fact that SSC has been frequently promoted as a means of improving business competitiveness, little empirical evidence exists in the literature validating its positive link with organizational performance. Sustainable supply chain practices (SSCP) not only help in reducing environmental degradation but it also has social and economic implications (as per tipple bottom line approach). For this purpose, empirical data is collected to measure the SSCP prevailing in Indian automobile industry. A structural equation modeling technique is used to build the measurement and structural models. Later, statistical estimates are used to validate the model that has been built. The data analysis helps to determine whether to accept or reject the hypothesis that has been stated based on the structural model. The result shows how SSCP are correlated and help in improving the supply chain performance among the industries being surveyed. It is also observed that environmental and social performance have a positive relationship with economic performance.     

Small businesses do plan and it pays off

An examination of the performance of 135 small businesses revealed that, in general, planners outperformed non-planners. The specific relationship depended on the type of business and the nature of planning their activities. Two types of activities were identified—one dealing with the active or analytical aspects of planning, the second with the more formalized aspects of planning. Only the former showed any significant relationship with planning. In fact, for one sub-group there was a negative relationship between formalized planning and performance. Avenues for further research in this area are explored as well as recommendations for improving small business planning effectiveness.     

物流业能源消费的替代效用和城镇化效用研究

在探讨城镇化进程及物流业能源消费现状的基础上,根据柯布——道格拉斯生产函数,将能源要素进行单列,提出了物流业能源需求理论,对物流业能源消费的替代效用和城镇化效用进行了理论分析。然后,建立计量方程并进行了参数估计。实证结果表明,物流业电力消费能显著替代汽柴油消费,减轻了其对汽柴油的依赖。城镇化、物流路网增长、内贸发展也显著地促进了物流业汽柴油消费。案例研究表明,鉴于客户对于物流环保与低碳的高要求,杭州汤氏物流有限公司总部2014年初以来就全部使用电动叉车替代柴油叉车,较好地实现了电力消费替代柴油消费,即环保又节省了成本。建议政府：改善物流业能源消费结构,走低能耗之路;建议大力推广电动车辆应用于物流业中;建议合理推进城镇化的发展并加强内外贸与物流业的协同发展。     

Effective measures for reducing environmental insurance costs

Can pollution prevention (P²) management practices result in lower premiums paid for business insurance? In theory, P² activities on the part of the insured can reduce the risk of pollution-related claims—but this depends on a competetive insurance market. What follows is an examination of two forms of business insurance—environmental insurance and worker's compensation insurance— and some cases where lower costs were realized.     

Farm equipment industry performance: past and future

This paper assesses the agricultural equipment industry through the perspective of the three leading firms in the United States. It reviews the salient events of the 1990s and relates the business environment to the firms’ financial performance. It then assesses the factors likely to impact performance in the future, drawing on lessons from historical performance and on new environmental factors. The firms’ capital market valuations appear consistent with the expectation that farm equipment firms will resume growth after the farm recession.