Marketing and sustainability

'Marketing and sustainability' is based on an original booklet written by Martin Charter in 1990. The text has been updated and re-written to take account of the changing and emerging debate of marketing’s role in relation to sustainable development. This booklet has been produced as a supporting publication for the Sustainable Marketing Knowledge Network (Smart: Know-Net) a web-based information and communication platform for marketers interested in sustainability, available at www.cfsd.org.uk/smart-know-ne

Preparing millennials as digital citizens and socially and environmentally responsible business professionals in a socially irresponsible climate

As of 2015, a millennial born in the 1990's became the largest population in the workplace and are still growing. Studies indicate that a millennial is tech savvy but lag in the exercise of digital responsibility. In addition, they are passive towards environmental sustainability and fail to grasp the importance of social responsibility. This paper provides a review of such findings relating to business communications educators in their classrooms. The literature should enable the development of a millennial as an excellent global citizen through business communications curricula that emphasizes digital citizenship, environmental sustainability and social responsibility. The impetus for this work is to provide guidance in the development of courses and teaching strategies customized to the development of each millennial as a digital, environmental and socially responsible global citizen

Bringing the Good Food Purchasing Program to Buffalo

An investigation of potential environmental stakeholder participation in the Good Food Purchasing Program. The objective of this report is to investigate the GFPP’s value of environmental sustainability, to assess if this value is compatible with those of Buffalo’s environmental stakeholders, and to consider if these local organizations would be supportive of bringing the GFPP to Buffalo. In doing so, this report examines the characteristics and goals of local environmental stakeholders, and compares them to the successes that the GFPP has experienced elsewhere. Of particular importance to Buffalo’s environmental stakeholders is climate justice, water quality, and regenerative economies. All of these values correspond with the GFPP’s socio-environmental accomplishments, such as decreased greenhouse gas emissions and water resulting from reduced animal product consumption, increased local purchasing, and improved working conditions. However, these victories were not achieved without overcoming numerous barriers, such as policy regulation, financial constraints, and logistical limits

Examining Interdisciplinary Sustainability Institutes at Major Research Universities: Innovations in Cross-Campus + Cross-Disciplinary Models

This is a study of the distinctive characteristics, activities, challenges and opportunities of a specific type of sustainability institute, one that spans the many disciplines of the university and, to do so, reports to upper administration (provost or vice president of research). Among research universities within the Association of American Universities (AAU), 19 were identified, and 18 agreed to participate in this study. Directors are sent a 71-question survey in January 2017 that covered issues of Governance, Research, Education, Engagement, Campus Operations and Best Practices

STEPS Centre research: our approach to impact

The ‘impact’ of research has seen a dramatic rise up the UK’s policy agenda in recent years. But what does ‘impact’ really mean? How do researchers and others respond to the new ‘impact agenda’ and how might we best plan, monitor and report on impact? This working paper attempts to provide answers to some of these questions by reviewing various understandings of ‘impact’ and describing the approach used by the ESRC STEPS Centre in its second five-year phase of funding. In particular, we draw on our experience of adapting and employing a down-scaled version of ‘participatory impact pathways analysis’ (PIPA) and reflect on its utility and potential as a tool for planning relatively small-scale social science/ interdisciplinary research projects conducted with partners in developing countries. In using PIPA, the STEPS Centre has adapted the idea of ‘impact pathways’ in line with its broader ‘pathways approach’, which focusses on complex and dynamic interactions between knowledge, politics and ‘social, technological and environmental pathways to sustainability’. In this way, PIPA has been useful in articulating and exploring the potential impact of STEPS Centre projects: it has helped to map out the networks known to the researchers, appreciate different perspectives held by the team members and generate an understanding of the narratives, networks and policy processes under study. Although the possibility for detailed ex ante prediction of impact pathways is limited, using PIPA has helped teams to be ready to maximise communication and engagement opportunities, and to link research across different STEPS Centre projects and beyond. The working paper also describes how PIPA may be used iteratively in a way that enables reflexive learning amongst research teams. Lastly, we speculate on the ways in which PIPA may be further developed and used in ex post impact monitoring and evaluation into the future

The Uncharted, Uncertain Future of HOPE VI Redevelopments: The Case for Assessing Project Sustainability

Discusses the need for a third-party assessment of the management and financial stability issues posed by the publicly and privately funded redevelopment of housing projects into mixed-income, mixed-tenure properties. Explores feasibility at two sites

Effective Corporate Communications as a Catalyst for Organization Profitability, Growth and Sustainability

Every organization exists for the purpose of actualizing the set-out goals and objectives as particularly enshrined in expansion and sustainability. One of the ways all these goals and objectives of the organization can translate to visible results is through effective corporate communication which clearly outlines the very purpose of the organization and the language of the organization. What corporate communication does is the linking together of every aspect of the organization in the pursuit of the goals of the organization by establishing contacts with all those involved. Corporate communication ensures that both the internal and external stakeholders in an organization are effectively carried along and that is the very key reason the concept is considered as highly imperative towards the growth of the organization. Its ability to analyze environment, come up with policy and actions, ensure the spirit of teamwork, protect and improve the corporate identity of the organization amongst others, clearly underscore the importance and uniqueness of corporate communication as not just the machinery that can ensure organization’s growth but also a tool that can help sustain the growth of an organization. Keywords:Sustainability Communications Catalyst Profitability Growth Sustainability DOI: 10.7176/EJBM/15-6-05 Publication date:March 31st 202

Corporate Social Responsibility at Gap: An Interview with Eva Sage-Gavin

Gap Inc. is one of the world\u27s largest specialty retailers, with more than 3,000 stores and fiscal 2005 revenues of $16 billion. They operate four of the most recognized apparel brands in the world — Gap, Banana Republic, Old Navy and Forth & Towne. According to the company website “At Gap Inc., social responsibility isn\u27t just a catchphrase or a feel good initiative. It\u27s a reflection of who we are and how we operate as a company. To us, being socially responsible means striving to embed our values and ethics into everything we do — from how we run our business, to how we treat our employees, to how we impact the communities where we do business. In 2003 Gap Inc. was the first retailer to release a social responsibility report, offering a comprehensive overview of their approach to social responsibility. The report was broadly lauded for its willingness to be open and honest about both the successes and failures in this arena. In fact, this report won Business Ethics magazine\u27s Social Reporting Award for unprecedented honesty in reporting on factory conditions. Their 2004 Social Responsibility Report continued that discussion and provided new information on their progress, challenges, and new initiatives. Eva Sage-Gavin is Executive Vice President, Human Resources and Corporate Communications, of Gap Inc. In her role as Chief People Officer, she sets the strategy for the company\u27s communications and human resources operations worldwide, including staffing, diversity, rewards, recognition, employee benefits, learning and development, strategic change, and internal and external communications. She set aside time to provide more specifics to how and why Gap Inc. places so much emphasis on corporate social responsibility

Sustainable Sourcing of Global Agricultural Raw Materials: Assessing Gaps in Key Impact and Vulnerability Issues and Indicators.

Understanding how to source agricultural raw materials sustainably is challenging in today's globalized food system given the variety of issues to be considered and the multitude of suggested indicators for representing these issues. Furthermore, stakeholders in the global food system both impact these issues and are themselves vulnerable to these issues, an important duality that is often implied but not explicitly described. The attention given to these issues and conceptual frameworks varies greatly--depending largely on the stakeholder perspective--as does the set of indicators developed to measure them. To better structure these complex relationships and assess any gaps, we collate a comprehensive list of sustainability issues and a database of sustainability indicators to represent them. To assure a breadth of inclusion, the issues are pulled from the following three perspectives: major global sustainability assessments, sustainability communications from global food companies, and conceptual frameworks of sustainable livelihoods from academic publications. These terms are integrated across perspectives using a common vocabulary, classified by their relevance to impacts and vulnerabilities, and categorized into groups by economic, environmental, physical, human, social, and political characteristics. These issues are then associated with over 2,000 sustainability indicators gathered from existing sources. A gap analysis is then performed to determine if particular issues and issue groups are over or underrepresented. This process results in 44 "integrated" issues--24 impact issues and 36 vulnerability issues--that are composed of 318 "component" issues. The gap analysis shows that although every integrated issue is mentioned at least 40% of the time across perspectives, no issue is mentioned more than 70% of the time. A few issues infrequently mentioned across perspectives also have relatively few indicators available to fully represent them. Issues in the impact framework generally have fewer gaps than those in the vulnerability framework

A life cycle stakeholder management framework for enhanced collaboration between stakeholders with competing interests

This is a postprint version of the Book Chapter. Information regarding the official publication is available from the link below - Copyright @ 2011 SpringerImplementation of a Life Cycle Sustainability Management (LCSM) strategy can involve significant challenges because of competing or conflicting objectives between stakeholders. These differences may, if not identified and managed, hinder successful adoption of sustainability initiatives. This article proposes a conceptual framework for stakeholder management in a LCSM context. The framework identifies the key sustainability stakeholder groups and suggests strategic ambiguity as a management tool to harness dysfunctional conflict into constructive collaboration. The framework is of practical value as it can be used as a guideline by managers who wish to improve collaboration with stakeholders along the supply chain. The article also fills a gap in the academic literature where there is only limited research on sustainability stakeholder management through strategic ambiguity