Moving beyond “the” business case: How to make corporate sustainability work
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Moving beyond “the” business case: How to make corporate sustainability work. / Busch, Timo; Barnett, Michael L.; Burritt, Roger Leonard et al.
In: Business Strategy and the Environment, Vol. 33, No. 2, 02.2024, p. 776-787.Research output: Journal contributions › Journal articles › Research › peer-review
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TY - JOUR
T1 - Moving beyond “the” business case: How to make corporate sustainability work
AU - Busch, Timo
AU - Barnett, Michael L.
AU - Burritt, Roger Leonard
AU - Cashore, Benjamin W.
AU - Freeman, R. Edward
AU - Henriques, Irene
AU - Husted, Bryan W.
AU - Panwar, Rajat
AU - Pinkse, Jonathan
AU - Schaltegger, Stefan
AU - York, Jeff
N1 - Funding Information: Open Access funding enabled and organized by Projekt DEAL. Publisher Copyright: © 2023 The Authors. Business Strategy and The Environment published by ERP Environment and John Wiley & Sons Ltd.
PY - 2024/2
Y1 - 2024/2
N2 - One of the most investigated research topics in the corporate sustainability literature is “the” business case. Long lionized for linking the profit motive to corporate environmental initiatives, the business case for sustainability is now vehemently criticized. These critics generally argue for a return to the state and stronger regulatory frameworks. Others counter that because the private sector's capabilities are uniquely suited to realizing effective sustainability innovations and outcomes, we must not abandon but further develop our business case understanding. In this view, firms' voluntary efforts are key for innovative solutions to sustainability problems. This article overviews and unites these seemingly disparate positions. We move the field forward by placing in context criticisms and also opportunities for more meaningful positive impacts from corporate sustainability. Specifically, we argue that an effective business case orientation requires shifting to a broader “all stakeholders win” approach. This entails impact orientation, collaborative approaches, and economic restraint.
AB - One of the most investigated research topics in the corporate sustainability literature is “the” business case. Long lionized for linking the profit motive to corporate environmental initiatives, the business case for sustainability is now vehemently criticized. These critics generally argue for a return to the state and stronger regulatory frameworks. Others counter that because the private sector's capabilities are uniquely suited to realizing effective sustainability innovations and outcomes, we must not abandon but further develop our business case understanding. In this view, firms' voluntary efforts are key for innovative solutions to sustainability problems. This article overviews and unites these seemingly disparate positions. We move the field forward by placing in context criticisms and also opportunities for more meaningful positive impacts from corporate sustainability. Specifically, we argue that an effective business case orientation requires shifting to a broader “all stakeholders win” approach. This entails impact orientation, collaborative approaches, and economic restraint.
KW - Sustainability sciences, Management & Economics
KW - business case(s)
KW - grand challenges
KW - net present value
KW - stakeholder capitalism
KW - stakeholders
KW - win–win
KW - business case(s)
KW - grand challenges
KW - net present value
KW - stakeholder capitalism
KW - stekeholders
KW - win-win
UR - http://www.scopus.com/inward/record.url?scp=85166438541&partnerID=8YFLogxK
UR - https://www.mendeley.com/catalogue/16990f64-3f5a-34c3-835e-bc7185db64f7/
U2 - 10.1002/bse.3514
DO - 10.1002/bse.3514
M3 - Journal articles
VL - 33
SP - 776
EP - 787
JO - Business Strategy and the Environment
JF - Business Strategy and the Environment
SN - 0964-4733
IS - 2
ER -