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Strategies for Sustainable Development: Organizational Motivations, Stakeholders' Expectations and Sustainability Agendas

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  • Michele Pinelli
  • Riccardo Maiolini

Abstract

Society's expectations of business are mounting and stakeholders are asking organizations to become more mindful of their interests. Companies are responding by becoming more involved in the resolution of social–environmental challenges. Their sustainability agendas, however, are often claimed to be ineffective and to lack strategic thinking. The purpose of this paper is to reflect on the factors that determine the scope and features of these agendas. Specifically, we investigate organizational objectives (the starting point of any strategy) and the posture towards mounting – and sometimes conflicting – expectations. We find that pessimistic judgments about sustainability agenda effectiveness may have been too hasty from both a micro‐level and a macro‐level standpoint. Copyright © 2016 John Wiley & Sons, Ltd and ERP Environment

Suggested Citation

  • Michele Pinelli & Riccardo Maiolini, 2017. "Strategies for Sustainable Development: Organizational Motivations, Stakeholders' Expectations and Sustainability Agendas," Sustainable Development, John Wiley & Sons, Ltd., vol. 25(4), pages 288-298, July.
    • Handle: RePEc:wly:sustdv:v:25:y:2017:i:4:p:288-298
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    1. Hermans, Julie & Slabbinck, Hendrik & Vanderstraeten, Johanna & Brassey, Jacqueline & Dejardin, Marcus & Ramdani, Dendi & van Witteloostuijn, Arjen, 2017. "The power paradox : Implicit and explicit power motives, and the importance attached to prosocial organizational goals in SMEs," Other publications TiSEM 51db3f0c-5e5f-41b1-b560-5, Tilburg University, School of Economics and Management.
    2. Kouassi Marius Honoré Aké & Olivier Boiral, 2023. "Sustainable development and stakeholder engagement in the agri‐food sector: Exploring the nexus between biodiversity conservation and information technology," Sustainable Development, John Wiley & Sons, Ltd., vol. 31(1), pages 334-348, February.
    3. Dominik Jasiński & James Meredith & Kerry Kirwan, 2021. "Sustainable development model for measuring and managing sustainability in the automotive sector," Sustainable Development, John Wiley & Sons, Ltd., vol. 29(6), pages 1123-1137, November.
    4. Juhani Ukko & Minna Saunila & Mina Nasiri & Tero Rantala, 2022. "The importance of sustainability engagement in small businesses supplier collaboration," Sustainable Development, John Wiley & Sons, Ltd., vol. 30(1), pages 1-9, February.
    5. Daniel Alonso‐Martínez & Valentina De Marchi & Eleonora Di Maria, 2020. "Which country characteristics support corporate social performance?," Sustainable Development, John Wiley & Sons, Ltd., vol. 28(4), pages 670-684, July.
    6. Qamar Farooq & Peihua Fu & Xuan Liu & Yunhong Hao, 2021. "Basics of macro to microlevel corporate social responsibility and advancement in triple bottom line theory," Corporate Social Responsibility and Environmental Management, John Wiley & Sons, vol. 28(3), pages 969-979, May.
    7. Adriana Grigorescu & Ionela Munteanu & Catalin-Daniel Dumitrica & Cristina Lincaru, 2023. "Development of a Green Competency Matrix Based on Civil Servants’ Perception of Sustainable Development Expertise," Sustainability, MDPI, vol. 15(18), pages 1-17, September.
    8. Anh Huu Nguyen & Mai Hoang Thi Do & Thinh Gia Hoang & Loan Quynh Thi Nguyen, 2023. "Green financing for sustainable development: Insights from multiple cases of Vietnamese commercial banks," Business Strategy and the Environment, Wiley Blackwell, vol. 32(1), pages 321-335, January.
    9. Julie Hermans & Hendrik Slabbinck & Johanna Vanderstraeten & Jacqueline Brassey & Marcus Dejardin & Dendi Ramdani & Arjen Van Witteloostuijn, 2017. "The Power Paradox: Implicit and Explicit Power Motives, and the Importance Attached to Prosocial Organizational Goals in SMEs," Sustainability, MDPI, vol. 9(11), pages 1-26, November.

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