Disciplines

Strategic Sustainable Business: Theory and Practice


Discipline: EAD5991-1

Concentration area: 12139

Number of Credits: 4

Course load:

Theoretical
(Per week)
Practice
(Per week)
Studies
(Per week)
DurationTotal
848360
Goals:
In relation to the course, it is expected:

• To in depth understand strategic sustainable business, instructions regarding individual essays and group presentation
• To in depth understand Organizations and sustainability
• To in depth understand Evolution of sustainable business
• To in depth understand Triple-bottom line and tensions of sustainable business (LEC6)
• To in depth understand UN Sustainable development goals
• To in depth understand UN Global Compact 10 principles for business
• To in depth understand Sustainable value creation and management framework
• To in depth understand Circular economy
• To in depth understand UN social life cycle assessment framework
• To in depth understand Innovation and entrepreneurship at the base of the pyramid

At the end of the course it is expected that the student:
• Understand the relationship between organizations and sustainability.
• Engage with cutting-edge frameworks, best practices and tools that are being used in order to push strategic sustainable business forwards, including the UN framework for sustainability leadership, sustainable business models, creation of organizational sustainable value in a resources-constrained world, principles of low carbon and circular economy, change management for sustainability, evolution of sustainable management and sustainable entrepreneurship and innovation .
• Develop an in-depth understanding of the complexities of sustainable management and the opportunities and challenges for the environment, society and economy in terms of the necessary leadership, innovation and entrepreneurship towards a more-sustainable society.
• Enhance capabilities and confidence for leading sustainable projects and initiatives across different sectors in society and cross-country partnerships in sustainable business.
• Engage in real-world situations, as teaching is based largely on practical experiences and applied knowledge and skills.
• Enhance and develop critical, analytical, interpersonal and other transferable skills for strategic sustainable business.

Justification:
Strategic sustainable business is a new duty of professionals responsible for global investments, large-companies, small-and-medium enterprises, the public sector and non-governmental organizations. Under this contextual umbrella, the module develops a perspective of strategic sustainable business which embraces classic frameworks, such as triple-bottom-line approach (people, planet, profit) for one-planet prosperity, sustainable value creation in a resources-constrained world, sustainable business models, circular economy, and the United Nations (UN) frameworks for strategically managing sustainable organizations, including the UN sustainable development goals and the UN global compact. The module starts with a comprehensive understanding of the main sustainable challenges that society and businesses can face and why strategic sustainable management is paramount. The module additionally explores the potential tensions that can emerge from strategic sustainable management. Further, it focus on latest frameworks for understanding strategic sustainable business at the organizational level. A methodology for strategic sustainable management is presented and a discussion about how each of the classical areas of organizations can manage sustainability is introduced. The module has, consequently, a systems-approach, from macro-frameworks to a more focused organizational-level perspective.

Content:
1. Strategic sustainable business, instructions regarding individual essays and group presentation
2. Organizations and sustainability
3. Evolution of sustainable business
4. Triple-bottom line and tensions of sustainable business
5. UN Sustainable development goals and UN Global Compact 10 principles for business
6. Sustainable value creation and management framework
7. Circular economy
8. To in depth understand Innovation and entrepreneurship at the base of the pyramid

Avaliation methods:
A nota final será composta das seguintes partes:
• Seminars to be conducted by students.

Notes:
Estratégias de Ensino / Tipo de Aula
Face-to-face lecturers and raw-cases methodology.

Bibliography:
Adams, R., Jeanrenaud, S., Bessant, J., Denyer, D., & Overy, P. (2015). Sustainability‐oriented innovation: a systematic review. International Journal of Management Reviews.
Ahi, P., & Searcy, C. (2015). An Analysis of Metrics Used to Measure Performance in Green and Sustainable Supply Chains, Journal of Cleaner Production, 86: 360-377
Alfred, A. M., & Adam, R. F. (2009). Green management matters regardless. The Academy of Management Perspectives, 23(3), 17-26.
Baumgartner, R. J., & Ebner, D. (2010). Corporate sustainability strategies: sustainability profiles and maturity levels. Sustainable Development, 18(2), 76-89.
Hart, S. L., & Milstein, M. B. (2003). Creating sustainable value. The Academy of Management Executive, 17(2), 56-67.
Hart, S. L. (1995). A natural-resource-based view of the firm. Academy of management review, 20(4), 986-1014.
Hahn, T., Pinkse, J., Preuss, L., & Figge, F. (2015). Tensions in corporate sustainability: Towards an integrative framework. Journal of Business Ethics, 127(2), 297-316.
Hopkins, M. S., Townend, A., Khayat, Z., Balagopal, B., Reeves, M., & Berns, M. (2009). The business of sustainability: what it means to managers now. MIT Sloan Management Review, 51(1), 20.
Kiron, D., Kruschwitz, N., Haanaes, K., & Velken, I. V. S. (2012). Sustainability nears a tipping point. MIT Sloan Management Review, 53(2), 69.
Kuehr, R. (2007). Environmental technologies–from misleading interpretations to an operational categorisation & definition. Journal of Cleaner Production, 15(13), 1316-1320.
Lueneburger, C. & Goleman, D. (2010). The change leadership sustainability demands. MIT Sloan Management Review, 51(4), 49.
Lyneis, J., & Sterman, J. (2016). How to Save a Leaky Ship: Capability Traps and the Failure of Win-Win Investments in Sustainability and Social Responsibility. Academy of Management Discoveries, 2(1)
Sanders, N. R., & Wood, J. D. (2014). Foundations of sustainable business: theory, function, and strategy. John Wiley & Sons.
Varadarajan, R. (2017). Innovating for sustainability: a framework for sustainable innovations and a model of sustainable innovations orientation. Journal of the Academy of Marketing Science, 45(1), 14-36.
Weybrecht, G. (2013). The sustainable MBA: A business guide to sustainability. John Wiley & Sons.