Sustainability Management with the Sustainability Balanced Scorecard in SMEs: Findings from an Austrian Case Study

Susanna Falle, Romana Rauter, Sabrina Engert and Rupert J. Baumgartner
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Susanna Falle: Institute of Systems Sciences, Innovation and Sustainability Research, University of Graz, Merangasse 18/1, Graz 8010, Austria
Romana Rauter: Institute of Systems Sciences, Innovation and Sustainability Research, University of Graz, Merangasse 18/1, Graz 8010, Austria
Sabrina Engert: Institute of Systems Sciences, Innovation and Sustainability Research, University of Graz, Merangasse 18/1, Graz 8010, Austria
Rupert J. Baumgartner: Institute of Systems Sciences, Innovation and Sustainability Research, University of Graz, Merangasse 18/1, Graz 8010, Austria

Sustainability, 2016, vol. 8, issue 6, 1-16

Abstract: Given the economic importance of small and medium sized enterprises (SMEs) and their need for strategic sustainability management, this paper examines the concept of Sustainability Balanced Scorecard (SBSC) with respect to SMEs. This case study describes the development of an SBSC in a middle-sized Austrian brewery. The existing methods used in SBSC creation were adapted to suit the company’s specific needs. The findings show that when developing an SBSC it is important to take specific SME characteristics into account and apply methods that allow for adaptation to the prevailing conditions, such as strategic management, organizational structure and resources. In the case study special attention was paid to strategy analysis and thereby the creation of a solid basis for the SBSC. Furthermore, the results show SBSC development is not a process of distinct consecutive steps, as it is often suggested in the literature, but rather that it is a complex process marked by iterative steps. Moreover, the paper highlights the supporting factors and challenges experienced. Whereas top management support, the presence of a project team and high employee involvement were identified as key supporting factors, a lack of specific resources and blurry strategy formulation exert negative influence on the development process. The results presented here should help other SMEs in their development of an SBSC. The paper stimulates scientific discourse on sustainability and strategic management by highlighting the relevant supporting factors and challenges.

Keywords: Sustainability Balanced Scorecard; SMEs; case study; sustainability management (search for similar items in EconPapers)
JEL-codes: O13 Q Q0 Q2 Q3 Q5 Q56 (search for similar items in EconPapers)
Date: 2016
References: View references in EconPapers View complete reference list from CitEc
Citations: View citations in EconPapers (30)

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Persistent link: https://EconPapers.repec.org/RePEc:gam:jsusta:v:8:y:2016:i:6:p:545-:d:71809

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