A few years ago, thought leaders and experts around the world began to meet to discuss the slow pace at which business seems to progress in tackling the challenges of innovation and change towards ideal models of sustainable enterprise. The result of those discussions was the launch of a unique initiative called GOLDEN for Sustainability (“Global Organizational Learning and Development Network”). Never before has such a multi-disciplinary, large-scale research project been undertaken in the management domain.
Since GOLDEN’s launch, experts from all business fields including, innovation, organization, strategy, marketing, accounting, human resources, business ethics and operations have been working with environmental scientists and social scientists (economists, sociologists, political scientists, psychologists etc.) to engage corporations in field experiments and clinical research. The goal is to understand how to improve and speed up the pace of business transformation to sustainable enterprises.
From off-shoring good jobs to the great and growing income divide, finance-driven decision-making has long been at the core of many of our economic problems. It’s not that financial analysts and operatives are necessarily evil or uncaring – rather, they believe they have a fiduciary responsibility to generate maximum returns for their funds, even when the results have worker and society-unfriendly consequences.
Changing this mindset has proven a tough nut to crack even for union pension fund managers, who are aware of the social consequences of investment decisions. But there are glimmers of hope and interest. On June 7, for example, some of the nation’s largest institutional investors and the biggest single pension fund investor – the California Public Employees’ Retirement System (CALpers) — will hold a conference to explore ways to transform socially and environmentally sustainable investment criteria from a perceived liability to an asset. CALpers has a commitment to responsible investing – for example, it calls for neutrality in union organizing – but it has never figured out how to make such policies systemic. Read More »
When it comes to sustainability, women are leading what was once an underground movement. They are enacting change from anywhere and everywhere within organizations whether it’s from the top down, bottom up or middle out.
Sustainability is no longer relegated to the “green team” or people with specific job titles. At women’s networking meetings, one of the most common introductions is: “This isn’t my formal role at the company, but it is my responsibility to influence.”
This is a powerful trend, as women have been playing a significant role in sustainability efforts within organizations for decades. In the early days of the Society for Organizational Learning’s Sustainability Consortium, an inordinate number of women were representing their company, signaling the opportunity to create a space of our own to provide mentorship and support. Read More »
Caroline Flammer, Lecturer, Global Economics and Management
We generally think of corporate social responsibility (CSR) as a sort of feel-good policy, as something that is good for public policy or public relations but not a company’s bottom line. But my research finds that good corporate citizenship can actually lead to superior financial performance. A company’s social engagement is actually a resource that can create positive value and improve competitiveness. Read More »
Richard Locke faults a production system geared to speed at all costs
Two decades after Nike faced heat for poor working conditions in its suppliers’ overseas factories, Apple has been responding to a series of scandals – health and safety problems, worker suicides and riots by workers employed at Foxconn, one of its lead suppliers in China. And, once again, consumer activists and others are calling for better standards, more workplace inspections and other steps to prevent such abuse. Read More »