Corporate Sustainability Perspective in the Context of a Multi-Level Stakeholder Management

This paper presents various definitions of Corporate Sustainability (CS), each related to certain social circumstances and values. The goal is to develop a framework in order to assist an organization in finding an appropriate path, relying primarily on the dominant values. A general model of CS strategy is not reasonably available in the context that organizations are faced with different problems. Concepts such as stakeholder engagement, public disclosure, human capital and Human Talent Management should be tailored to the specific level of ambition of Corporate Sustainability. The first step in drawing a roadmap for Corporate Sustainability is defining the present position. Many tools are available for diagnosis; these provide a deep understanding of the dynamics and complexity of the organizations. It is important to define the constraints, challenges and risks but also, it is important to define also the dominant values and depending on these, to develop an appropriate strategy. The model proposed in this paper helps in shaping a stakeholder management strategy in four distinctive hierarchical levels: vitalizing, optimizing, shifting and transition. This model can be adapted depending on the values of each organization, complexity and objectives. Recently, the focus is increasingly on social issues and human resources. The success of an organization depends not only on processes, numbers and systems. One of the important values is employees’ talent or strategic planning of human resources. Recruiting, retaining, developing, rewarding employees are aspects that are part of Human Talent Management, issues mentioned and developed in the present work.