Abstract
Chapter 9 introduces triple bottom line theory, the basic concept of value integration, and basic practice across values. First, we address environmentally friendly global operational practice, focusing on the link and value integration between economic value and environmental value. Second, we address socially responsible global operational practice, investigating the link and value integration between economic value and social value. Third, we analyze sustainable operations and global sustainable operational strategies, considering the link and full integration among economic value, environmental value, and social value. In this chapter, several case examples including Green Logistics in Fujitsu, GoGreen at DHL, Walmart’s Global Direct Farm, UPS Sustainability Strategy, and a case Creating Shared Value at Nestlé illustrate cross-value global operational practice.
Keywords
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.
This is a preview of subscription content, log in via an institution.
Buying options
Tax calculation will be finalised at checkout
Purchases are for personal use only
Learn about institutional subscriptionsReferences
Azzone, G., & Noci, G. (1998). Identifying effective PMSs for the deployment of “green” manufacturing strategies. International Journal of Operations and Production Management, 18(4), 308–335.
Bansal, P., & Roth, K. (2000). Why companies go green: A model of ecological responsiveness. The Academy of Management Journal, 43(4), 717–736.
Bowen, H. R. (1953). Social responsibilities of the businessman. New York: Harper & Row.
Buysse, K., & Verbeke, A. (2003). Proactive environmental strategies: A stakeholder management perspective. Strategic Management Journal, 24(5), 453–470.
Costanza, R., Daly, H. E., & Bartholomew, J. A. (1991). Goals, agenda, and policy recommendation for ecological economics. In R. Costanza (Ed.), Ecological economics: The science and management of sustainability (pp. 1–20). New York: Columbia University Press.
Dekker, R., Bloemhof, J., & Mallidis, I. (2012). Operations research for green logistics – an overview of aspects, issues, contributions and challenges. European Journal of Operational Research, 219(3), 671–679.
Elkington, J. (1994). Towards the sustainable corporation: Win-Win-Win business strategies for sustainable development. California Management Review, 36(2), 90–100.
Gladwin, T. N., Kennelly, J. J., & Krause, T.-S. (1995). Shifting paradigms for sustainable development: Implications for management theory and research. Academy of Management Review, 20(4), 874–907.
Hart, S. L. (1997). Beyond greening: Strategies for a sustainable world. Harvard Business Review, 75(1), 66–76.
Holme, L., & Watts, R. (2000). Corporate social responsibility: Making good business sense. Conches-Geneva: The World Business Council for Sustainable Development.
Jarayanam, V., & Luo, Y. (2007). Creating competitive advantages through new value creation: A reverse logistics perspective. Academy of Management Perspectives, 21(2), 56–73.
Jones, T. M. (1980). Corporate social responsibility revisited, redefined. California Management Review, 22(3), 59–67.
KPMG. (2005). KPMG international survey of corporate responsibility reporting. Amsterdam: KPMG Global Sustainability Services.
Lai, K.-H., & Wong, C. W. Y. (2012). Green logistics management and performance: Some empirical evidence from Chinese manufacturing exporters. Omega, 40(3), 267–282.
Niwa, K. (2008). Fujitsu activities for green logistics. Fujitsu Scientific and Technical Journal, 45(1), 28–32.
OECD. (2005). Corporate responsibility practices of emerging market companies-a fact finding study. Paris: Organization for Economic Cooperation and Development.
Porter, M. E., & Kramer, M. R. (2006). Strategy & Society: The link between competitive advantage and corporate social responsibility. Harvard Business Review, 84(12), 78–92.
Porter, M. E., & Kramer, M. R. (2011). Creating shared value. Harvard Business Review, 89(1/2), 62–77.
Rosen, C. M. (2001). Environmental strategy and competitive advantage: An introduction. California Management Review, 43(3), 8–15.
Shrivastava, P. (1995). Environmental technologies and competitive advantage. Strategic Management Journal, 16(1), 183–200.
Stewart, R. (1993). Environmental regulation and international competitiveness. Yale Law Journal, 102, 2039–2106.
Unruh, G., & Ettenson, R. (2010). Growing green: Three smart paths to developing sustainable products. Harvard Business Review, 88(6), 94–100.
World Commission on Environment and Development. (1987). Our common future. New York: Oxford University Press.
Author information
Authors and Affiliations
Rights and permissions
Copyright information
© 2013 Springer-Verlag Berlin Heidelberg
About this chapter
Cite this chapter
Gong, Y. (2013). Cross-Value Global Operational Practice. In: Global Operations Strategy. Springer Texts in Business and Economics. Springer, Berlin, Heidelberg. https://doi.org/10.1007/978-3-642-36708-3_9
Download citation
DOI: https://doi.org/10.1007/978-3-642-36708-3_9
Published:
Publisher Name: Springer, Berlin, Heidelberg
Print ISBN: 978-3-642-36707-6
Online ISBN: 978-3-642-36708-3
eBook Packages: Business and EconomicsBusiness and Management (R0)