About the subject
This question addresses concerns such as “how do firms consider their environmental impact while accelerating economic performance” and “to what level can organizations significantly contribute to or be a part of a solution for global issues such as climate change.” It explores how public-private partnerships can create social value and how strategy making in general can contribute to tackling grand challenges society is facing.
- How do firms consider their environmental impact while accelerating economic performance?
- Why are some companies more successful than others in engaging with their employees, suppliers, customers, and local communities to achieve economic, social, and environmental sustainability while remaining competitive?
- Are companies that consider their social impact making a quantifiable difference in their industries?
- How can public-private partnerships addressing global challenges be most effectively organized and optimized for creating social value?
- How do corporate governance systems balance trade-offs across the needs of different stakeholder groups?
- How can strategy making contribute to tackling grand challenges society is facing?
- Are sustainability concerns impacting business models, value creation and distribution, and innovation?
- How is firm performance affected by an increased focus on sustainability?
- What are the minimal positions firms can take on sustainability issues that satisfy their critics while not threatening their own business models and alienating their current stakeholders?
- Is there a causal relationship between sustainability initiatives and investments and corporate governance?
- To what level can organizations significantly contribute to or be a part of a solution for global issues such as climate change?
- Are the individual environmental, social, and economic dimensions of sustainability interrelated? What impact will supply chain disruptions have on future supply chain models?
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Related interest groups
If you’re interested in this topic, explore these SMS Interest Groups
Strategic Leadership & Governance Interest Group
The foundation of what is now the Strategic Leadership and Governance Interest Group (IG) began to take shape during the 2009 Strategic Management Society (SMS) term. At that time, Mason Carpenter and Bob Wiseman served as Program Chair and Associate Program Chair, respectively, of what was then the Corporate Strategy and Governance IG.
Strategic Human Capital Interest Group
The Strategic Human Capital Interest Group promotes research that sheds light on the role of human capital resources in unit and firm performance. This includes research related to the direct antecedents and outcomes of mobility, development, emergence, and deployment associated with human capital resources. Scholarship that is interdisciplinary and/or considers multiple levels of analysis is especially welcomed.
Corporate Strategy Interest Group
The Corporate Strategy Interest Group considers the decisions, actions, and outcomes associated with an organization’s portfolio of business lines. The research and practice of corporate strategy consider actions associated with changing the firm’s scope and profile of business lines including vertical integration, mergers and acquisitions, divestitures, corporate diversification strategy/organization, implementation, and performance.
The big six questions
of strategic management
This is one question in a series, the Big Six Questions of Strategic Management, aimed at bridging the worlds of scholarship and practice. These questions serve as an inspiration to guide the development of actionable insights, frameworks, tools, and resources for the SMS community.