Sustainability Flashcards
Intergenerational Justice
being fair to people in the future
Intra-generational justice
being fair to people who are living right now
wicked problem
complex
motivations for sustainability
- Instrumental motivations such as revenue growth, productivity improvement, and risk minimization driving their actions.
- Ethical motivations play a role, particularly in smaller enterprises and family-owned businesses
3.Political motivations arise when firms administer rights affecting citizens or align with governmental actions.
4.Stakeholder motivations, involving pressures from various groups, further contribute to corporate sustainability initiatives.
Alternatives formed of business
social businesses (e.g., Patagonia, TOM’s Shoes). organizations that pursue a social mission while simultaneously engaging in commercial business activities.
cooperatives (e.g., farmer cooperatives, customer cooperatives)- Associations of individuals who decide to join forces to serve the social and economic needs of their community.
foundation-owned businesses (e.g., Carlsberg Brewery, Tata Group)Industrial foundation with charitable purpose owns (parts of) the business.
3 Pillars of Sustainable Entrepreneurship:
- Sociality: social and environmental focus created through:
- Market orientation
- Innovation
Types of Sustainable Entrepreneur projects (SEBU)
Two-sided value model (e.g. “buy one, give one” – business model): This means a business model where there are two main groups involved: the customers who buy a product or service, and another group who receives a benefit from each purchase. For example, when you buy one item, another item is given to someone in need as a part of the purchase.
Market-oriented work model (e.g. employing people in need to create value for regular-paying customers)
One-sided value model (e.g. beneficiaries as paying customers): In this model, there’s only one main group involved: the people who benefit from a product or service are the ones who pay for it. For instance, if a charity charges a fee for its services to those who receive them.
Social-oriented work model (e.g. beneficiaries as employees and paying customers):
This refers to a model where the people who receive help or benefits from a business are also employed by that business and may even pay for its products or services. For example, a company might employ disadvantaged individuals and also provide services to them or products they purchase.
Tipi entrep
Bricoleurs= local know
Constructionist = istituzionale
Engineer = new system
Mindset tipi
Effectuation (down-top)
Causation (top-down)
viscious strategies
Decoupling refers to complying with only one logic and supporting the second one only through symbolic practices.
Compromising implies that organizations comply with the institutional logics of both sectors, but only to the minimum of the expected standards to avoid misaligning with either logic.
paradox theory
The paradox theory in sustainability points out that efforts to achieve sustainability goals can sometimes lead to unintended consequences or trade-offs, such as the “green paradox” or “efficiency paradox.” These contradictions arise when actions taken to address one aspect of sustainability inadvertently worsen another aspect, highlighting the complexities of sustainability initiatives.
solutions paradox
Acceptance (Opposition): Understanding different poles and explore how contradictions can inform each other
Resolution by separation.
- Temporal separation: attending to one goal after the other
- Spatial separation: attending to different goals in different social/physical spaces
DETOUR MISSION DRIFT
a loss of focus on the social mission for the gain of financial performance”, but can also be towards social or environmental goals
strategy
an integrated set of activities and commitments to achieve a goal or purpose
strategyzing
the mode of management centered on the achieving goals through strategy practices
professional strategy zing
implementation of social and environmental factors to the core strategising process
Types of strategies
A good strategy is one that achieves its goals and larger purpose.
An even better strategy achieves goals that relate to professional management, that are in service of society and the planet.
The best strategy, however, is the one that additionally achieves those goals ethically, responsibly, and sustainably, what we had previously called professional conduct.
Value capture.
How is the value created by an organization captured? For instance, how are costs and revenues produced and result in a company margin and how do internal and external stakeholders capture value from company operations?
Value exchange
Value exchange. How does the organization exchange value? For instance, how does the value get to the stakeholders it is meant to be for; through marketing distribution, or maybe local outlets?
Value proposition.
Value proposition. What kind of value does the organization offer to whom? For instance, how and in what form do customers, employees, communities, and other stakeholders benefit from the business? (idea che hai)
value creation
Value creation. How does the organization create value? For instance, what are its main production activities or operations necessary for creating value?
Strategy hierarchy
Corporate-level strategies answers the question ‘In how many markets do I want to compete and how many stages of my value chain activities do I perform myself?’
Business-level strategies give guidance on ‘How to manage a strategic business unit competing on a certain product market’.
How do single business functions support the overarching strategic objectives?’ is the question to be answered by the functional level strategies.
VRIO
- ‘Is the resource valuable?’
NO it leads to a competitive disadvantage. - Is the resource heterogeneously distributed?’
NO competitive parity. - Is the resource imperfectly mobile, inimitable, non-substituable?
NO temporary competitive advantage
YES sustained competitive advantage
The strategizing process consists of four types of practices
1) shaping objectives
2) analyzing context,
3) shaping strategies,
4) evaluating strategies.
professional operations management
is a process based framework that aims at creating efficiency, zero resource conception and optimal stakeholders value through the production of goods and services
operation management
it is the are of management which involves efficiency and effectiveness of processes for the production of goods
efficient
Efficient means doing something well without wasting time, effort, or resources.
efficiency
Efficiency is how well something is done in terms of saving time, effort, and resources.
softwiring
implements professional management strategies thoughtout the organziaion social fabric
hardwiring
implementato into the organisational infrastructure
facilities layout
fixed postion = people and equip move
functional = uni-functional units
cellular = micro units with multiple functions
line = sequence of Stages
types of needs
Basic Needs: These are the fundamental requirements that customers expect as a given. If they are not met, customers will be dissatisfied, but meeting them won’t necessarily lead to satisfaction. An example could be a working battery in a mobile phone.
Performance Needs: These are the features or attributes that directly correlate with satisfaction. The more of these needs that are met, the more satisfied the customer is. An example could be a longer battery life in a mobile phone.
Excitement Needs: These are unexpected features that go beyond customer expectations, delighting them and potentially leading to increased satisfaction and loyalty. An example could be a mobile phone with a holographic display.
Indifferent Needs: These are features or attributes that neither enhance nor detract from customer satisfaction. They are generally taken for granted and don’t impact the customer’s perception significantly. An example could be the weight of a mobile phone.
Reverse Needs: These are features that, if present, actually decrease customer satisfaction. An example could be a mobile phone that is too heavy to comfortably hold for extended periods.
PSDA
Plan, do, study, act
continuo impovment cycle
continuo a farlo e migliorare finche non raggiungo top
best practice benchmarking
GUARDI COSA FANNO GLI ALTRI E COSA FAI TU E CAPISCI COME ESSERE BEST OF BEST
Best practice benchmarking is a process in which an organization compares its practices, processes, and performance metrics against those of industry leaders or other organizations recognized for their excellence in a particular area. The goal is to identify and adopt the best practices that contribute to superior performance and outcomes.
Provisions
1) Probabile
- no — niente
- poco — notes
- molto – balance sheet
VOC
Voice of costumers
IFRS
Oversees tutto
IASB
Solo accounting
ISSB
sustaianbiliy departmet creato a i frs
quali sono i due standard di sustainabilita
CSRD, GRI
taxonomy
Taxonomy, in this context, provides a framework for classifying and categorizing economic activities based on their environmental sustainability. It establishes common definitions and criteria to evaluate and identify activities that contribute to environmental sustainability. This helps investors, policymakers, and other stakeholders make informed decisions and allocate resources towards sustainable economic development.
Audit Risk Model
Inherent Risk * Control Risk * Detection Risk = Audit Risk
types of risks
Inherent risk refers to the likelihood of errors in a client’s financial statements due to factors like complexity or industry risks.
Control risk relates to the possibility that errors could occur despite the presence of internal controls. Detection risk considers the risk that errors won’t be caught by the auditor’s procedures.
types of assurance
Limited Assurance:
Limited assurance means there’s some doubt left, but it’s reduced to an acceptable level. The conclusion is expressed negatively, meaning the assurance provider states what they can’t assure. This involves activities like asking questions, reviewing trends, and doing some basic testing. It’s like checking things out quickly to get a general idea but not going into too much detail.
Reasonable Assurance:
Reasonable assurance means there’s a high level of confidence in the information. The conclusion is expressed positively, meaning the assurance provider says they are confident in what they’ve checked. This involves more thorough activities like evaluating internal controls, detailed testing, and including more locations or sites in the assessment. It’s like doing a deep dive to make sure everything is as it should be.
The intention-behavior gap
Describes how intentions do not necessarily lead to engaging in the intended behavior.The intention-behavior gap is the difference between what people say they’ll do and what they actually do.
Motivi intentional behaviour gap
Individuality
Responsability
Practicability
Segment member attitudes to an offer
Committed consumers care deeply about ethics, responsibility, and sustainability (ERS) and are willing to put an extra effort or money into acquiring related offers.(non prenderò mai più l’aereo, perchè non è sustainable)
Casual consumers are willing to acquire an offer as long as it is not of substantial effort. They are willing to choose a sustainable product if it is of similar quality and does not cost more. (lo fanno se conviene)
Indifferent consumers do not care at all, and might even include consumers who avoid sustainable products. They might feel that adding ‘green’ features might increase the price without increasing functional product quality, leading to bad value for money. (making the price cheaper, might make them buying it)
Ethical, responsible, sustainable consumption segments
Lifestyles of health and sustainability (LOHAS) consumers’ consumption choices are geared towards sustainability and well-being products and services.
Lifestyles of voluntary simplicity (LOVOS) are related to simple living where people consume less, slower, or don’t consume some products at all (e.g. no car, television, or meat).(Non compro qualcosa di nuovo perchè non ne ho bisogno, possiamo attach più services all’oggetto)
The bottom of the pyramid (BoP) refers to consumption based on a very low income, which in the past, had not been served well.
Different types of targeting
Concentrated targeting is centered on just one narrowly defined customer segment.
Differentiated targeting instead is focused on a small group of often similar segments.
Undifferentiated targeting, also called mass-market targeting, aims to please all customer segments.
4ps
product, price, promotion, and place.
7ps
Physical evidence, and Processes People.
8ps
performance, and programs.
Cause-related marketing types
Product+cause Marketing: a certain part of the product price to a donation.
Products-as-cause. Products with improved socio-environmental life-cycle performance,
Cause-branding. HUMANA Cause-branding is the type of CRM that relates whole brands to a good cause and supports the marketing of all products under the brand umbrella.
Ambidextrous management
The competence to both explore and exploit novelty through
innovation
The innovation funnel
A framework and tool helping to maintain a constant flow from novel ideas to value generating innovations
Absorptive capacity
The ability to recognize the value of new knowledge and to use it for the generation of value
Types of Oslo innovations
Product: Creating or improving goods/services.
Process: Changing production/delivery methods.
Market(ing): Innovating marketing strategies.
Organizational: Changing business practices/structure.
