Responsabilit socitale et dveloppement durable

English (United Kingdom)

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Sustainable development and entrepreneurship: Past contributions and future directions

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Publication year: 2010
Source: Journal of Business Venturing, In Press, Corrected Proof, Available online 23 February 2010

Jeremy K., Hall , Gregory A., Daneke , Michael J., Lenox

This article discusses the emerging research concerned with sustainable development and entrepreneurship, which is the focus of this special issue of the Journal of Business Venturing. Entrepreneurship has been recognized as a major conduit for sustainable products and processes, and new ventures are being held up as a panacea for many social and environmental concerns. However, there remains considerable uncertainty regarding the nature of entrepreneurship's role and how it may unfold. We begin with an overview of sustainable development and the role of entrepreneurship and outline recent contributions exploring this role. We then summarize the papers presented in this special...

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Mise à jour le Lundi, 21 Février 2011 12:46

Social Sustainability in Selecting Emerging Economy Suppliers

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Despite the growing public awareness of social sustainability issues, little is known about what drives firms to emphasize social criteria in their supplier management practices and what the precise benefits of such efforts are. This is especially true for relationships with international suppliers from the world’s emerging economies in Asia, Latin America, and Eastern Europe. Building on stakeholder theory, we address the issue by examining how pressures from customers, the government, and employees as primary constituencies of the firm determine the extent to which firms consider social aspects in the selection of emerging economy suppliers. Further, we analyze how such socially sustainable supplier selection relates to the capabilities of the firm’s suppliers, its market reputation, and the learning in its supply management organization. We test the developed research framework empirically using data from 244 U.S. and German corporations. Our findings, consistent with our hypothesized model, suggest that middle-level supply managers as internal stakeholders play a major driving role for firms’ socially sustainable supplier selection, and that strong positive links exist between that selection and the investigated outcomes.

  • Content Type Journal Article
  • DOI 10.1007/s10551-010-0537-7
  • Authors
    • Matthias Ehrgott, WHU – Otto Beisheim School of Management Vallendar Germany
    • Felix Reimann, WHU – Otto Beisheim School of Management Vallendar Germany
    • Lutz Kaufmann, WHU – Otto Beisheim School of Management Vallendar Germany
    • Craig R. Carter, Arizona State University Tempe AZ U.S.A.

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Mise à jour le Lundi, 21 Février 2011 12:46

Detecting Supply Chain Innovation Potential for Sustainable Development

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In a world of limited resources, it could be argued that companies that aspire to be good corporate citizens need to focus on making best use of resources. User value and environmental harm are created in supply chains and it could therefore be argued that company business ethics should be extended from the company to the entire value chain from the first supplier to the last customer. Starting with a delineation of the linkages between business ethics, corporate sustainability, and the stakeholder concept, this article argues that supply chains generally have a great innovation potential for sustainable development. This potential could be highlighted with system thinking and the use of change management knowledge, promoting not only innovations within technology but also within organizational improvement. We propose process models and performance indicators as means of highlighting improvement potential and thus breaking down normative business ethics’ requirements to an opertionalizable corporate level: Good business ethics should focus on maximizing stakeholder value in relation to harm done. Our results indicate that focusing on supply chains reveals previously unknown innovation potential that seems to be related to limited system understanding. The assumption is that increased visibility of opportunities will act as a driver for change. Results also highlight the importance of focusing on sustainability effects of the core business and clearly relating value created to harm done.

  • Content Type Journal Article
  • DOI 10.1007/s10551-010-0516-z
  • Authors
    • Raine Isaksson, Gotland University Cramérgatan 3 Visby Sweden
    • Peter Johansson, Gotland University Cramérgatan 3 Visby Sweden
    • Klaus Fischer, Gotland University Cramérgatan 3 Visby Sweden

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Mise à jour le Lundi, 21 Février 2011 12:46

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