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- W3214108314 abstract "Companies struggle to integrate sustainability into their corporate strategy and implement it in their business activities. To examine this issue, we develop an extended version of Gond et al.’s (2012) integration typology that considers all four of Simons’s (1994, 1995) levers of control. We then present a longitudinal study of the efforts made by a multi-national industrial firm to align its management control system and sustainability control system in an integrated sustainability strategy. Our results provide three insights into control system integration for sustainability. First, intensive dialogues among managers at different organizational levels and in different organizational functions mitigate challenges to the technical and organizational integration of sustainability along a firm’s value chain. Second, the degree to which the firm’s strategic-level managers focus on external sustainability drivers influences how well the firm develops and markets sustainability-related products and services. Finally, a committed CEO and strategic-level management can avoid marginalizing sustainability by communicating their beliefs about it through intensive dialogues across management levels. Our results support the position that a firm can manage sustainability by making incremental changes in management control practices." @default.
- W3214108314 created "2021-11-22" @default.
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- W3214108314 date "2022-03-01" @default.
- W3214108314 modified "2023-09-27" @default.
- W3214108314 title "Management control for sustainability: Towards integrated systems" @default.
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- W3214108314 doi "https://doi.org/10.1016/j.mar.2021.100777" @default.
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