毕业论文外文文献管理类
Strategy development in small and medium sized enterpris for
sustainability and incread value creation(Excerpts)
猴儿Samuel B. Moorea
Susan L. Manringb,
Ouroboros Holdings, LLC. 4003 Birkdale Ct. Elon, NC 27244-2020, USA Martha and Spencer Love School of Business, Elon University, Elon, NC 27244-2020, USA
1. Introduction
Since the 1990s, environmental and social factors have become increasingly important strategic considerations for enterpris of any size. Emerging 21st century market conditions are now creating truly new lens through which the world must be viewed [1]. By ignoring the “hidden connection” between business and the
environment, business is missing many new sustainable development (SD) opportunities that may prevent the threat of an inevitable collap of society [2]. As more companies recognize our “Common Journey” [3], which underscores the
necessity of creating sustainable development, firms worldwide are intentionally developing strategic plans to make their companies competitive sustainably. Hart and Milstein have insisted that creating a sustainable enterpri should be viewed as just another factor in the modern business environment and should be addresd as such within the
planning process by 21st century business strategists [4]. However, even this view may no longer be adequate.
Modern business plans should include both “the limits and opportunities” prented by changes in global social and environmental circumstances, as limitations of future growth may occur if the global and environmental perspectives for sustainable societies are ignored. Paradoxically, the global economy grows more rapidly as companies become more resource efficient. Ecological footprint analysis indicates that with this “rebound effect” [5], humanity's ecological demands already exceed
what nature can supply [6]. This “ecological overshoot” means that we are depleting the stock of nat
ural environmental capital rather than “living off the interest” [6]. In
spite of limits to growth, just as is true for all living organisms, business enterpris need to grow at least enough to keep pace with the economy, but defining growth and
the ways and means of “growth” need to change [7]. Sustainable enterpri resilience
is the “capacity for an ent erpri to survive, adapt, and grow in the face of turbulent change,” and at the same time, “to increa shareholder value without increasing material throughput” [5]. Sustainable enterpri resilience within the framework ofindustrial ecology creates multiple business opportunities through green
technologies, reduction of raw material and energy u, and “discovering innovative
pathways for recovery and reu of waste streams in place of virgin resources” [5].
This redefines growth in a more sustainable context, a context that is not foreign to SMEs, who have been operating for centuries within the context of limited local markets, and adapting to tho conditions successfully [8].
客服总监
The strategy of a sustainable enterpri has been defined as “the process of aligning an enterpri with the business environment to maintain a dynamic balance”[9]. By
春的成语adding a sustainability lens within the framework of SME strategic planning, SME development eks to balance resilience and growth so as to align the creation of abundance: economically, environmentally, and socially, and to conrve that value for future generations [10]. Integrating sustainability into their competitive strategy, and thereby obtaining greater profitability for SMEs through adoption of intentional sustainable strategies, can help them to optimize their rate of sustainable change. “It is becoming apparent that voluntary, incremental environmental improvements by individual companies will be inadequate to significantly offt the growth of the global economy, and that the rapid growth of China, India, and other Asian economies will likely exacerbate this problem” [5].
梦见做手术Sustainability strategies create many synergistic effects for SMEs working collaboratively, as well as systemic benefits for the commons. After tting forth the business ca for sustainable SMEs, and considering SMEs sustainability advantages in contrast to MNEs, this paper discuss veral different scenarios for SMEs to optimize and u sustainability to create competitive advantages rather than simply focusing on reducing unsustainability[5]:
桑葚的营养
1.become valuable sustainable investment targets for larger firms;
生产总监2.create networked SMEs in sustainable market spaces where MNEs are less successful;
3.become sustainable suppliers in global supply chains.
………..
9. Conclusions
旅游巴西As SMEs succeed in integrating social and environmental
sustainability performance into financial projections and strategic business goals, they will expand opportunities for innovation by increasing their opportunities for rapid learning. This paper has made the business ca for SMEs investing in sustainability while exploring various scenarios: being acquired by an MNE; becoming networked with other SMEs; playing a major role in creating and maintaining sustainable supply chain management. Whether larger firms wishing to venture into new sustainable business gments will find it less expensive to enter the markets through investment or acquisition of adroit SMEs, or whether they will build capability internally, is still an unanswered
question and may relate to the perceived importance of sustainability within the existing management of MNE firms. As “new” business units attempt to compete for resources within larger firms, organizational hurdles ari, if the new units compete with or are in conflict with incumbent activities. As rates of change are accelerated by global environmental and social conditions, new disruptive paths will be necessary to answer the challenges, even if they are not in alignment with current missions. Disruptive “skunk works” may be forced to develop outside MNE structures. Such a situation is documented in “The NIKE World Shoe Ca” where NIKE was unsuccessful with an inexpensive, sustainable “world shoe” that was designed for d eveloping markets, becau it was in conflict with existing brands and company missions [72].
Smaller firms can often develop without such competitive friction and expectations. Therefore, MNEs may find that by adopting new sustainable strategies, through SMEs, they can more quickly evolve technologies and markets that are disruptive, rather than fighting through frustrating organizational conflicts. This strategy may move MNEs towards a new paradigm that address and strengthens an open-system approach to global sustainability [5].
Networked SMEs provide much financial and organizational efficiency that enable development of technologies and markets esntial to achieve “sustainable development.” Many of the developme医务处
nts are new and disruptive. While larger firms have organizational barriers that may
