The Sustainability Learning Forum

Gordon, Sherry R.

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Supplier Evaluation and Performance Excellence

Understanding supplier performance is vital to ensuring a well-functioning supply network. This how-to book will help you develop and implement an evaluation process to help you reduce costs, lower risk, and improve both the performance of your company and your suppliers. more[...] login_required

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Heyes, Vera

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Luz-Veloso, Antonio

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Sustainability in the Supply Chain: A Crucial Component of Corporate Responsibility

Antonio Luz-Veloso, Deutsche Telekom
Vera Heyes, Deutsche Telekom
Deutsche Telekom AG

Deutsche Telekom conducts business in more than 50 countries. This presents opportunities for companies, particularly in supplier management, but it also poses risks. To ensure that its supply chain has a sustainable focus, Deutsche Telekom has established a systematic supplier management system. As a founding member of the Joint Audit Cooperation (JAC), Deutsche Telekom is committed to shaping sustainable relationships with suppliers. Based on a standardized methodology, JAC examines shared suppliers worldwide, with a particular focus on Asia, South Korea, Eastern Europe, and South America. more[...]

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Cambodia and Vietnam: Linking Stakeholder Engagement to Corporate Social Responsibility Programs

Jeffrey Revels, TMS Group
TMS Group

For nearly three decades, the TMS Group has been at the forefront of the fashion industry as a globally-based fashion and apparel innovator, with core competencies in research and development, product design, fashion-trend analysis, and production sourcing / quality management. With operational offices in seven countries, the TMS Group customer-base spans every continent. In alignment with Mission and Vision Statements, in the first quarter of 2013, the TMS Group expanded its global presence and operations with the opening of the regional office in Phnom Penh, Cambodia. With a foothold in Cambodia, the operations for both Cambodia and Vietnam can be managed. more[...]

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Stakeholder Management

The landscape of business and enterprise policy is subject to almost unparalleled change. An ever-increasing majority of corporate and institutional management boards find themselves operating in a networked world of interests and opportunities for influence. In addition to primary stakeholders such as shareholders, customers, suppliers, and employees, secondary and tertiary stakeholder groups are increasingly making regulatory, social, political, and ethical demands on businesses. more[...]

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Managing Corporate Legitimacy and the UN Global Compact

Dr. Dorothée Baumann-Pauly, University of Zürich
Prof. Andreas Georg Scherer, University of Zurich

Corporations can no longer easily control their public image by means of public relations and marketing. Clearly defined corporate reporting requirements, rigorous third-party monitoring processes, and multiple media resources of watchdog organizations help to shed light on actual business practices. The increased transparency with regard to corporate conduct has also enabled a larger and more diverse group of corporate stakeholders to voice opinions and formulate demands. In particular, large brand name companies in sensitive consumer goods industries (like food or textiles) are now constantly under public scrutiny. For corporations, this situation creates new management challenges. To ensure the social acceptance of their business (corporate legitimacy), heterogeneous and often contradictory stakeholder demands need to be managed. more[...]

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The Strength of Loose Couplings – The UN Global Compact as a Multistakeholder Initiative

Prof. Andreas Rasche, Copenhagen Business School

Multistakeholder initiatives such as the UN Global Compact organize their participants in specific ways. Most importantly, they have to bridge global (universal) principles and local (contextualized) implementation practices. Some initiatives have responded to this need by creating a nested network structure – that is, local networks that are embedded into a wider global “network of networks.” The UN Global Compact, for instance, has more than 100 local networks, which are connected through regional hubs, the Annual Local Network Forum, and interactions with the Global Compact Office. Stakeholder dialogue and collective action are emerging both within and among such networks. more[...]

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Stakeholder Management – An Introduction

Klaus Lintemeier, Lintemeier Stakeholder Relations
Prof Lars Rademacher, MHMK Munich
Dr Ansgar Thiessen, Knobel Corporate Communications

The landscape of business and enterprise policy is subject to almost unparalleled change. An ever-increasing majority of corporate and institutional management boards find themselves operating in a networked world of interests and opportunities for influence. In addition to primary stakeholders such as shareholders, customers, suppliers, and employees, secondary and tertiary stakeholder groups are increasingly making regulatory, social, political, and ethical demands on businesses. more[...]

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Lintemeier, Klaus

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Which Form of Dialogue Is Suitable for Which Purpose?

Deutsche Gesellschaft für internationale Zusammenarbeit (GIZ)

A broad distinction can be made between stakeholder dialogues that are geared toward consultation and those that focus more strongly on cooperation during implementation. In consultative stakeholder dialogues, actors contribute their expertise, viewpoints, and experience. Initiators of the stakeholder dialogue are usually responsible for the further use of recommendations and lessons learned. Consultative and cooperative forms of stakeholder dialogues subsume the following variants: more[...]

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Responsible Lobbying

Dr Stephanos Anastasiadis, Royal Holloway, University of London
Dr Sigrun M. Wagner, Royal Holloway, University of London

Lobbyists paying elected representatives to place questions in the UK parliament. Arms manufacturers giving South African officials BMWs in exchange for armaments contracts. Smoke-filled back rooms featuring stuffed brown envelopes. No wonder lobbying has a bad name. But these are not images of lobbying: They depict corruption, albeit in a policymaking setting. These actions are morally suspect and usually illegal. They also contravene the UN Global Compact: Principle 10 requires the combating of corruption. more[...]

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The Strength of Loose Couplings – The UN Global Compact as a Multistakeholder Initiative

Prof. Andreas Rasche, Copenhagen Business School

Multistakeholder initiatives such as the UN Global Compact organize their participants in specific ways. Most importantly, they have to bridge global (universal) principles and local (contextualized) implementation practices. Some initiatives have responded to this need by creating a nested network structure – that is, local networks that are embedded into a wider global “network of networks.” The UN Global Compact, for instance, has more than 100 local networks, which are connected through regional hubs, the Annual Local Network Forum, and interactions with the Global Compact Office. Stakeholder dialogue and collective action are emerging both within and among such networks. more[...]

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Managing Corporate Legitimacy and the UN Global Compact

Prof. Andreas Georg Scherer, University of Zurich
Dr. Dorothée Baumann-Pauly, University of Zürich

In this article, we explain why managing legitimacy is vital for corporations and how business firms can employ strategies to maintain their legitimacy. We then discuss the organizational capacities that each legitimacy strategy implies and point out their inherent tensions. Based on the results of an empirical study, we show how two large corporations have handled these tensions and successfully introduced organizational prerequisites for managing legitimacy. In the final part of this article we elaborate on how participants of the UN Global Compact can use the initiative to strengthen their legitimacy. more[...]

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