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Strategie di sostenibilit?: dalle motivazioni ai sistemi di misurazione della performance

Author

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  • Raffaele Fiorentino
  • Stefano Garzella
  • Rita Lamboglia
  • Daniela Mancini

Abstract

The paper aims to examine the main changes that performance measurement systems of firms have to face after the adoption of sustainability strategies. The relationship between sustainability strategies and performance measurement systems is analysed along three main dimensions: the reasons that lead to the implementation of sustainability strategies; the changes that these strategies produce within the performance measurement systems; the feedback effects that the revised performance measurement systems determine on the sustainability strategies. We adopted a qualitative research methodology analysing a single case study: ASIA Napoli S.p.A. The case study and the results have been achieved through a theoretical framework built in the first step of the research. The case study allowed to examine the role of legitimacy and reputation when a company chooses to implement sustainability strategies, and confirmed, overall, that the decision to integrate sustainability into business strategy produces changes in performance measurement systems. Our findings showed that the implementation of sustainability strategies produce some changes in the performance measurement systems with regard to the processes and the tools for information and data collection. However, tools for information processing and analysing for decision-making support are less developed. The results also suggested that the measurement of social performance represents an incentive to revise sustainability strategies.

Suggested Citation

  • Raffaele Fiorentino & Stefano Garzella & Rita Lamboglia & Daniela Mancini, 2016. "Strategie di sostenibilit?: dalle motivazioni ai sistemi di misurazione della performance," MANAGEMENT CONTROL, FrancoAngeli Editore, vol. 2016(2), pages 115-142.
    • Handle: RePEc:fan:macoma:v:html10.3280/maco2016-002006
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    Cited by:

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    2. Chiara Mio & Antonio Costantini & Silvia Panfilo & Sonia Baggio, 2020. "CSR and management control integration. Evidence from an employee welfare plan implementation," MANAGEMENT CONTROL, FrancoAngeli Editore, vol. 2020(Suppl. 1), pages 151-175.
    3. Silvia Cantele & Giacomo Troisi & Bettina Campedelli, 2021. "Le societ? Benefit in Italia: un?analisi sulla diffusione e sulle prassi di rendicontazione," MANAGEMENT CONTROL, FrancoAngeli Editore, vol. 2021(2), pages 107-126.
    4. Nicoletta Fadda & Gianfranco Pischedda & Ludovico Marin? & katia Corsi, 2021. "Sustainable-oriented management come fattore di resilienza organizzativa. Un caso di studio," MANAGEMENT CONTROL, FrancoAngeli Editore, vol. 2021(2), pages 39-60.
    5. Francesco Grimaldi & Alessandra Caragnano & Marianna Zito & Massimo Mariani, 2020. "Sustainability Engagement and Earnings Management: The Italian Context," Sustainability, MDPI, vol. 12(12), pages 1-16, June.
    6. Giuseppe D?Onza, 2022. "L?orientamento delle aziende ad uno sviluppo sostenibile: quale contributo da parte dei sistemi di management e controllo?," MANAGEMENT CONTROL, FrancoAngeli Editore, vol. 2022(1), pages 5-15.
    7. Armando Della Porta & Francesco De Luca & Chiara Aufiero, 2023. ""Radicare" la sostenibilit? nella strategia attraverso i sistemi di management control: un caso di studio relativo ad una Pmi," MANAGEMENT CONTROL, FrancoAngeli Editore, vol. 2023(2), pages 43-68.
    8. Giacomo Fabietti & Francesca Trovarelli, 2016. "The role of Eco-control in the implementation of Sustainable Business Models," MANAGEMENT CONTROL, FrancoAngeli Editore, vol. 2016(3), pages 141-172.
    9. Giorgia Nigri & Mara Del Baldo, 2018. "Sustainability Reporting and Performance Measurement Systems: How do Small- and Medium-Sized Benefit Corporations Manage Integration?," Sustainability, MDPI, vol. 10(12), pages 1-17, November.

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