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Corporate Sustainability: Strategic Alternatives and Methodology; Implementation

Listed author(s):
  • Gyula Fülöp

    (Institute of Business Sciences, University of Miskolc, Hungary)

  • Bettina Hódi Hernádi

    (Institute of Business Sciences, University of Miskolc, Hungary)

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    The aim of this paper is to contribute to the successful implementation of the sustainability corporate strategies. First, starting from the new strategic challenges of the 21st Century, it summarizes the theoretical background of the sustainability. In the next step, it determines the objectives, rules of the sustainability strategic alternatives and the critical factors of the strategic choices. Then, it describes the framework of the conventional Balanced Scorecard (BSC) and the consequences of the simplistic addition of the social and environmental perspectives to the Balanced Scorecard. Based on this, it outlines the structure of the Sustainability Balanced Scorecard (SBSC) and the steps of its definition. Relating to this, it introduces the proposals for the elements of the SBSC for the different sustainability strategies. Finally, it demonstrates the phases of the formation, and introduction of the “Credible” strategy in a chemical industry case study.

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    This chapter was published in: Gyula Fülöp & Bettina Hódi Hernádi , , pages 109-120, 2012.
    This item is provided by International School for Social and Business Studies, Celje, Slovenia in its series Knowledge and Learning: Global Empowerment; Proceedings of the Management, Knowledge and Learning International Conference 2012 with number 109-120.
    Handle: RePEc:isv:mklp12:109-120
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