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Strategic Management and Business Models Enabling Non-Financial Performance

In: Sustainable Economic Development

Author

Listed:
  • Sibelle Freiha

    (School of Business, Holy Spirit University of Kaslik)

  • Wael Kechli

    (School of Business, Holy Spirit University of Kaslik)

  • Jeanne Laure Mawad

    (School of Business, Holy Spirit University of Kaslik)

Abstract

This chapter explores the integration of non-financial performance into strategic management, focusing on sustainable business models that emphasize the importance of environmental, social, and governance (ESG) outcomes. The chapter examines the theoretical foundations of strategic management, tracing the evolution from a shareholder-centric model to one that incorporates sustainability and stakeholder value. It explores key sustainable business models such as the Triple Bottom Line (TBL), circular economy, social enterprises, and Benefit Corporations (B Corps), illustrating how these models align corporate objectives with societal and environmental goals. Case studies from companies like Unilever, Tesla, and Patagonia highlight the strategic advantages of adopting sustainable business models. Strategic implications of sustainable business models are addressed including enhanced brand reputation and image, and long-term competitiveness. Finally, the chapter concludes by underscoring the importance of sustainability as a source of competitive advantage in the twenty-first century. It offers insights into future trends, including the rise of sustainability-linked finance, and the role of innovative technologies in driving sustainable business strategies.

Suggested Citation

  • Sibelle Freiha & Wael Kechli & Jeanne Laure Mawad, 2025. "Strategic Management and Business Models Enabling Non-Financial Performance," Springer Books, in: Mirela Panait & Iza Gigauri & Lukman Raimi (ed.), Sustainable Economic Development, chapter 0, pages 87-107, Springer.
    • Handle: RePEc:spr:sprchp:978-3-031-96224-0_4
    DOI: 10.1007/978-3-031-96224-0_4
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