The paper "How Can Sustainable Management Be Leveraged for Corporate Social Responsibility" is a great example of business coursework. Sustainability is one of the most crucial issues facing many businesses today. In the last two decades, consumer organisations, particularly, have shaped public perceptions regarding the social and environmental impacts of businesses. Thus, corporations have been under pressure to take greater responsibilities for the environmental and social impacts of their activities (Cohen, Taylor, & Muller-Camen, 2013). This means that alongside profit and growth, businesses need to be held accountable for their impacts on the environment and society.
Similarly, they should assess all ecological and social opportunities and risks when making business decisions. This approach leads to the synchronised delivery of positive results for profit, people, and the planet is known as the “ the triple-bottom-line” (Cohen, Taylor, & Muller-Camen, 2013). This guarantees that organisations adhere to the aspects of sustainability such as good corporate citizenship, human rights protection, workplace responsibility, and environmental stewardship. Sustainability management refers to the strategies and practices of a corporation that are aimed at meeting the current needs of stakeholders while at the same time protecting, supporting, and enhancing the economic, social, and natural resources of the future.
Thus, sustainability management encompasses both institutional and functional approaches. From the functional approach, sustainability management is designed to drive economic, social, and ecological effects of business engagements in such a way that the development of the corporation is anchored on sustainability. The aim of sustainability management, therefore, is to enhance systematic management of ecological and social impacts of business activities using economic methods as well as to integrate these impacts in the conservative business management process. When viewed from an institutional perspective, sustainability management refers to the pool of personnel and organisational structures that a business enterprise has dedicated to dealing with the social and environmental aspects of the business and integrate them with the conventional operational management activities of the enterprise (Pirnea, et al. , 2011).
Overall, sustainability management is the utilisation of management tools to help entrench sustainability goals in a corporation and to help create a system that drives sustainable performance. Sustainability management, thus, creates the values, trust, skills, and motivation to achieve a triple bottom line while at the same time ensuring that long-term sustainability and health of stakeholders, both internal and external, reflect environmentally friendly practices, equity, and social wellbeing. As companies strive to achieve sustainability, they must also remain competitive.
However, sustaining a competitive advantage in the modern world is increasingly becoming a challenge. Competitive advantage is one of the most crucial factors in the success of an organisation. This ability to outperform others, however, may be temporal; hence companies need to implement a sustainable competitive advantage because it does not have a temporal limit (Dess, Lumpkin, & Eisner, 2010).
Barney and Hesterly (2010) argue that the resource-based view can help organisations achieve sustainable competitive advantage. This theory posits that organisations should seek to best utilise their internal resources to establish a competitive advantage as opposed to looking for competitive environments. Thus, resources should take the central role in providing a company’ s competitive advantage and provide higher organisational performance. The resource-based view, in this case, elaborates what constitutes strategic resources and the impacts of their utilisation on the environment. When using the resource-based view, the management should carefully evaluate the type of resources that are at the company’ s disposal and how they equate to the strategic processes of sustainability.
A resource that provides a sustainable competitive advantage must be valuable, rare, inimitable, and non-substitutable.
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