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
