Free markets and the repercussions of thriving globalisation mean that organisations today operate in highly competitive environments where the margin between failure and success is small. We are increasingly observing that those organisations that achieve success within this hostile environment are those that have managed to integrate sustainable practices into their organisation so as to increase efficiency. For these select firms, the concept of saving and reusing is replacing buying and burning, not because it is better for our planet or because it pleases local stakeholders, but because it makes economic sense to do so. Similarly, those that invest in equitable social employment standards do so not out of fear of social revolt, but to reap the benefits of long-term, happy employees.
So why are we not observing more firms realising the benefits of implementing sustainable agendas in their organisations? For many management teams, sustainability means thinking along uncomfortable new chords and acting in ways that seem counter-intuitive to the business-as-usual mentality. It is easier to continue with old practices and comply with minimalistic regulations on health, environment and safety. From a Darwinist viewpoint, these organisations, at a time when we are running into natural environmental and social limits, are the truly endangered entities.
This special issue seeks to explore how sustainable agendas can be better implemented in organisations that suffer from the business-as-usual mentality, organisations that have the potential to improve and be sustainable but are entrapped in traditional mindsets that hinder a shift towards greater long term efficiency. Researchers and academics are invited to share their research regarding how sustainable agendas have successfully been introduced and implemented into organisations. How was the change process led, and how were key internal stakeholders convinced to make a shift towards implementing sustainable agendas?
The issue is open to researchers who are interested in studying and applying advanced research in finding correlations between theories and practices in the area of sustainability. The aim of the issue is to publish state-of-the-art research papers which address the ability to successfully implement sustainable agendas into organisations. Analytical models, empirical studies and case-based studies are all welcome as well as articles exploring implications to the practice of management science concerning sustainability.
This issue will carry revised and substantially extended versions of selected papers presented at the MIC 2015 international conference “Managing Sustainable Growth”, to be held in Portoroz, Slovenia, May 28-30, 2015 (www.mic15.fm-kp.si). However, submissions from researchers unable to participate in the above-mentioned conference are also welcome and encouraged to submit their papers for this issue.
Suitable topics include, but are not limited to, the following:
- Leading the change process towards sustainability
- Creating a sustainability supporting culture
- Reconciling capitalism and sustainability
- New products/processes and innovation for sustainability
- Making environmental and social sustainability profitable
- Cost-benefit analyses of implementing sustainable agendas
- The effect of leadership styles on implementing sustainability
- Cross-cultural studies examining sustainable agendas
Paper submission: 15 January, 2016