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EMBEDDED CORPORATE SUSTAINABILITY AS A DRIVER FOR COMPETITIVENESS
KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Entrepreneurship and innovation.
2015 (English)Independent thesis Advanced level (degree of Master (Two Years)), 10 credits / 15 HE creditsStudent thesis
Abstract [en]

Sustainability is increasingly requested by society due to rising global issues. However the majority of companies, particularly the large ones, face huge challenges in properly addressing and integrating sustainability for creating shared value for society and their business. The purpose of the thesis is to address the empirical research gap in holistically defining and explaining the major aspects that are critical for corporate sustainability (CS) embedding in large established companies.

Firstly, the framework of CS embedding has been developed which is supported by the simple CS three-stage model to be used for assessment of the CS embedding processes and stages in business. The model in particular focuses on these critical CS aspects: strategic and operational integration, innovation, and organisational culture. Secondly, the created model is applied in the case study of the large power company Vattenfall AB in order to assess the process, challenges and level of CS practices.

The analysis resulted in structured findings and the list of major strategic recommendations to advice the company on CS advancement. The outcomes of the study can be applied to other large conservative companies of similar context that struggle with sustainability performance. The research has contributed by partially filling the knowledge gap of understanding how CS embedding works, its major aspects, challenges and opportunities it provides. The developed CS embedding framework and the CS three-stage model could be used in empirical research as well as applied practically by companies themselves.

Place, publisher, year, edition, pages
2015. , 76 p.
Keyword [en]
Corporate sustainability, embedding, shared value, engagement, innovation, large company, energy
National Category
Economic History
Identifiers
URN: urn:nbn:se:kth:diva-189276OAI: oai:DiVA.org:kth-189276DiVA: diva2:945042
Supervisors
Examiners
Available from: 2016-06-30 Created: 2016-06-30 Last updated: 2016-06-30Bibliographically approved

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