So What? — Some Nuggets for the Practitioner

Ulrich Steger, Aileen Ionescu-Somers, Oliver Salzmann and Stephanie Mansourian
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Ulrich Steger: IMD
Aileen Ionescu-Somers: IMD
Oliver Salzmann: IMD
Stephanie Mansourian: IMD

Chapter 8 in Sustainability Partnerships, 2009, pp 245-253 from Palgrave Macmillan

Abstract: Abstract Contrary to some consulting and media hype, dilemmas are a daily reality of management. Balancing often-conflicting goals and interests is essential in business — decision-makers and managers most probably cannot achieve all of the desired results with their given resources, or within a certain timeframe. As a consequence, priorities need to be set. But, what are perceived to be secondary issues cannot be neglected either, since they can backfire on other results. This is the well-known pendulum swing between cost-reduction and ensuing loss in quality/ customer service; the reverse situation is just one of many examples of badly managed dilemmas. Looking at our findings from the fast moving universe of sustainability partnerships, we identified five major dilemmas which executives in charge of ‘sustainability’ topics (whatever their title and position in the organization may be), are confronted with.

Keywords: Global Reporting Initiative; Corporate Sustainability; Severe Acute Respiratory Syndrome; Exxon Mobil; Nobel Peace Prize (search for similar items in EconPapers)
Date: 2009
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-59468-5_8

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DOI: 10.1057/9780230594685_8

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