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Strategic thinking for sustainable development

Author

Listed:
  • Rupert J. Baumgartner
  • Jouni Korhonen

Abstract

The idea of this editorial research article is to start making sense out of the seemingly limitless debate on the environmental dimension of sustainable development. We have evaluated a collection of international peer-reviewed papers. These contributions have been debated at the conferences of the International Sustainable Development Research Society (ISDRS). Our main research objective here is to consider the often posed question of why the progress made in sustainable development has been so slow and the work implemented so unsuccessful. We argue that one of the main explanations is that the approaches used in sustainable development are reductionist and often lead into problem shifting and problem displacement. To address the problem of reductionism, we propose what we call 'strategic thinking' and its incorporation into sustainable development work in general. To open up this argument, we arrive at the discussion of three central dimensions of strategic thinking and the relevance of these dimensions when addressing reductionism. These dimensions are the strategy content, strategy process and strategy context. Copyright © 2010 John Wiley & Sons, Ltd and ERP Environment.

Suggested Citation

  • Rupert J. Baumgartner & Jouni Korhonen, 2010. "Strategic thinking for sustainable development," Sustainable Development, John Wiley & Sons, Ltd., vol. 18(2), pages 71-75.
    • Handle: RePEc:wly:sustdv:v:18:y:2010:i:2:p:71-75
    DOI: 10.1002/sd.452
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    References listed on IDEAS

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    1. Nigel Roome, 2001. "Conceptualizing and studying the contribution of networks in environmental management and sustainable development," Business Strategy and the Environment, Wiley Blackwell, vol. 10(2), pages 69-76, March.
    2. Rajiv Nag & Donald C. Hambrick & Ming‐Jer Chen, 2007. "What is strategic management, really? Inductive derivation of a consensus definition of the field," Strategic Management Journal, Wiley Blackwell, vol. 28(9), pages 935-955, September.
    3. Frank Figge & Tobias Hahn & Stefan Schaltegger & Marcus Wagner, 2002. "The Sustainability Balanced Scorecard – linking sustainability management to business strategy," Business Strategy and the Environment, Wiley Blackwell, vol. 11(5), pages 269-284, September.
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    Cited by:

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    3. Rolandas Drejeris & Danguolė Oželienė, 2019. "Modeling Environmental Actions of Corporate Sustainable Activity: Evidence from Lithuania," Central European Business Review, Prague University of Economics and Business, vol. 2019(5), pages 69-93.
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    9. Waseem Ahmad & Colin Soskolne & Tanvir Ahmed, 2012. "Strategic thinking on sustainability: challenges and sectoral roles," Environment, Development and Sustainability: A Multidisciplinary Approach to the Theory and Practice of Sustainable Development, Springer, vol. 14(1), pages 67-83, February.
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    14. Helena Kościelniak & Małgorzata Łęgowik-Małolepsza & Sylwia Łęgowik-Świącik, 2019. "The Application of Information Technologies in Consideration of Augmented Reality and Lean Management of Enterprises in the Light of Sustainable Development," Sustainability, MDPI, vol. 11(7), pages 1-16, April.
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    17. Siming Yu & Muhammad Safdar Sial & Dang Khoa Tran & Alina Badulescu & Phung Anh Thu & Mariana Sehleanu, 2020. "Adoption and Implementation of Sustainable Development Goals (SDGs) in China—Agenda 2030," Sustainability, MDPI, vol. 12(15), pages 1-16, August.
    18. Andrzej Raszkowski & Bartosz Bartniczak, 2019. "On the Road to Sustainability: Implementation of the 2030 Agenda Sustainable Development Goals (SDG) in Poland," Sustainability, MDPI, vol. 11(2), pages 1-20, January.
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