Some managers and executives think stretch goals can light a fire under the company, propelling the firm to new levels of performance. However, researchers from Duke, NYU, Penn State and the universities of Houston and Maryland suggest, that for many organizations, stretch goals can actually hurt performance.
Encouraging employees to embrace sustainability practices is key for managers eager to adopt more sustainable business practices.
Customers increasingly want to deal with socially and environmentally conscious businesses.
A key place to find new value is corporate social responsibility (CSR) — initiatives that drive economics as well as social or environmental agendas. But most of the research in this area has focused on large firms. How do small companies identify and leverage CSR opportunities?
Some small- and medium-sized enterprises (SMEs) have been climbing onboard the sustainability bandwagon due to increasing stakeholder pressures.
Can companies build global supply chains that are competitive yet sustainable? Unilever, one of the world's leading suppliers of consumer goods, believed so.
Can small firms truly go beyond the basics and form proactive environmental strategies?
CSR and profit are difficult to link. Firms are better off focusing on overall good management than striving for index listings and third-party ratings.
Increasing CEO myopia is affecting executives’ ability to create long-term value. Over the past 20 years, the average CEO tenure fell from eight years to less than four years and CEOs are under growing pressure to produce quick results.
Supply chain managers are concerned with timeliness, cost, and quality. Increasingly, they must also respond to stakeholder expectations.
