Hiroshi Sasaki

English

立教大学学術リポジトリ

44Ⅰ　Trade-off Problems　Sustainable development can be modeled along three dimensions: economy, environment, and soci-ety ︵Keiner, 2005︶. However, when firms pursue sus-tainability, one more dimension should be consid-ered: business sustainability. Strategic alignment of these four dimensions sometimes requires trade-offs. For example, consider a construction company that builds a wooden house: wood will be consumed thus emitting CO2 and a situation will arise where more happiness for families buying houses also means greater harm to the natural environment.　In a competitive business environment and with limited internal resources, firms must short-term seek profits. Meanwhile, the concept of a “sustain-able competitive advantage” is a key theme within the tradition of the resource-based view ︵RBV︶. From this perspective of RBV, Barney ︵1997, p.164︶ argued that “firms that possess and exploit costly to imitate, rare, and valuable resources in choosing and implementing their strategies may enjoy a pe-riod of sustained competitive advantage.”   Posses-sion and exploitation of natural resources can lead to sustained business success, but as long as busi-ness segments prioritize competitive advantage, ecological sustainability cannot be achieved in the long run. How can executives cope with this mana-gerial myopia? One practical solution is to establish within organizations a corporate social responsibil-ity ︵CSR︶ committee at a high level superior to indi-vidual business segments. In this way, firms can coordinate all of their CSR activities.　Figure 1 illustrates a time series showing data on the frequency of newspaper articles1 related to the appointment of CSR officers and the attendant orga-nizational changes in Japanese companies. 2,093 articles since 2003 indicate that the seasonal varia-tions and annual fluctuations in the number of these appointments are stable and cyclical over the peri-od, even after the Great East Japan Earthquake. These data reflect Japanese firmsʼ commitment to sustainable development. Despite these substantial corporate efforts, however, there is no doubt that the environment is being harmed.Ⅱ　The Crisis of Sustainability　The crisis of sustainability was first discussed in The Limits to Growth ︵Meadows et al., 1972︶ by the Club of Rome about 40 years ago. The strongest fea-ture of the book was its conceptualization of Earth as a single dynamic system wherein the world was explained as a set of unfolding behavior patterns such as growth, decline, oscillation, and overshoot ︵Meadows et al., 2004, p.4︶. The core question was “how the expanding global population and material economy might interact with and adapt to Earthʼs limited carrying capacity over the coming decades” ︵2004, p.137︶. Computer simulations discussed in the three editions of the book ︵1972, 1992, 2004︶ in-dicated the following:　 ︵1︶ “If the present growth trends in world popula-tion, industrialization, pollution, food production, and resource depletion continue unchanged, the The Good Business Initiative and Sustainability from  the Viewpoint of Systems ThinkingHiroshi Sasaki＊　＊　Professor, College of Business, Department of Business, Rikkyo UniversityArticle45Rikkyo Business Review, No.6 （2013）　44-47limits to growth on this planet will be reached sometime within the next hundred years” ︵1972, p.23︶.　 ︵2︶ “Human use of many essential resources and generation of many kinds of pollutants have al-ready surpassed rates that are physically sustain-able ︵1992, p.xvi︶. …We would like to conclude this book by mentioning five other tools we have found helpful…. They are: visioning, networking, truth-telling, learning, and loving” ︵1992, pp.223-224︶.　 ︵3︶ “The result of those simulations is, in nearly every scenario, overshoot and collapse of the planetʼs economy and population ︵2004, p.10︶. …Our experience since then has affirmed that these five tools are not optional; they are essen-tial characteristics for any society that hopes to survive over the long term” ︵2004, p.271︶.　Another organization called the Club of Budapest was founded in 1993 by E. Laszlo. He views natural systems as wholes with irreducible properties ︵1972, pp.33-34︶ and says that “they are goal-orient-ed, self-maintaining, and self-creating expressions of natureʼs penchant for order and adjustment” ︵p.118︶. His perspective overlaps with the “Gaia hy-pothesis” of J. Lovelock ︵1979︶. Laszlo explains in Macroshift ︵2001︶ that “we are operating at the out-er edge of the planetʼs capacity to sustain human life” ︵p.32︶. “Earth is a finite system, with finite space, resources, and regenerative potentials, and we are now exceeding the effective range of these limits” ︵p.32︶. In the process of the macroshift, “so-cietal evolution which encounters the systemʼs lim-its of stability initiates bifurcation and chaos” ︵pp.11-13︶.Ⅲ　The Present Situation in Japan　At present, the world seems to face many unprec-edented bifurcations on social, economic, and eco-logical dimensions: mature economy vs. emerging economy, haves vs. have-nots, religious and ethnic conflicts pitting one group against another, and so forth. Also, natural disasters occur very frequently around the globe. We can see chaotic situations ev-erywhere. The subsystems of the Earth system as a whole behave inconsistently.　The first example is the global population. Rapid population growth is a critical global issue, whereas a declining population and an aging society are seri-ous problems in Japan. The second example is the energy supply. There is currently a vigorous debate in Japan over nuclear energy vs. non-nuclear clean energy. Although nuclear power plants reduce CO2 emissions, nuclear accidents cause severe radioac-tive contamination of the planet. The third example is the fluctuation of global regulations and stan-dards pertaining to sustainability. So far, Japanese companies have continued to implement their CSR plans and activities despite the global financial cri-sis in 2008 and the Great East Japan Earthquake in 2011. Recently, more companies have adopted the ISO 26000, which went into effect in November 2010. In the meantime, the 17th Conference of the Parties ︵COP17︶ concluded in Durban in December 2011 with the announcement that a second term of the Kyoto Protocol would come into force in Janu-ary 2013. However, some countries including Japan decided not to join the extension because of the poor coverage of global emissions. At COP18 in 2012, Russia, Canada, New Zealand, and Japan ulti-mately refused to commit to a second period. In this situation, where there are neither global agree-ments nor regulations, total optimization of the whole system may not be guaranteed, even if every local system seeks partial optimization.　Conditions to assure total optimization of the Figure 1.　 The Number of Newspaper Articles Re-lated to CSR Leaders’ Appointments and Organizational Changes of Japanese Companies since 2003100806040200Jan-03Jun-03Nov-03Apr-04Sep-04Feb-05Jul-05Dec-05May-06Oct-06Mar-07Aug-07Jan-08Jun-08Nov-08Apr-09Sep-09Feb-10Jul-10Dec-10May-11Oct-11Mar-12Aug-1246Hiroshi Sasaki: The Good Business Initiative and Sustainability from the Viewpoint of Systems Thinkingwhole system:　 a︶ Total amount: The sum of the CSR activities of each company, plus the sum of the individual ac-tivities of those who voluntarily spend time and money to prevent environmental destruction, should be more than the total amount of effort toward preventing environmental destruction.　 b︶ Speed: The speed of CSR activities of each company should exceed the speed of environ-mental destruction.Ⅳ　Forecast　A new version of The Limits to Growth was pub-lished in 2012 ︵Randers, 2012︶. According to the bookʼs author, we have five central issues involving the change of systems: capitalism, economic growth, democracy, intergenerational equity, and human-kindʼs relationships with Earthʼs climate.　The following global development forecasts are made to 2052:　 a︶ The global population will stagnate earlier than expected　 b︶ The global GDP will grow more slowly than expected　 c︶ Productivity growth will be slower than in the past　 d︶ The growth rate in global consumption will slow after peaking in 2045　As a consequence of increased social investment, resource and climate problems will not become catastrophic before 2052. A simulation of updated systems dynamics also indicates the following:　 a︶ Climate will be the most pressing constraint over the next 40 years. It is pointed out that we have already overshot.　 b︶ The updated model tends to show uncon-trolled collapse soon after 2052.　The new edition of the book gives another in-sightful suggestion about what this article calls bi-furcation. “The world will certainly not be uniform or flat─the sentiment and conditions in the five re-gions2 will differ dramatically” ︵p.356︶. Especially, “during the next forty years, China will soar, and for those of us who belong to neither the Chinese nor the US empire, it will be important to try to adapt to major cultural change associated with a shift from US to Chinese supremacy” ︵p.283︶. With regard to OECD member countries ︵including Japan︶, this group will “slide down in the hierarchy, but with a reasonably high level of life satisfaction among in-habitants” ︵p.287︶. Japan3 symbolizes a “grocline” country where the combination of individual growth and social decline occur together ︵p.95-97︶. Glocline indicates “a long-term possibility to bring back to a sustainable planet” because “it could slim the hu-man footprint until it fits within the carrying capac-ity” ︵p.97︶. The author predicts that the “grocline situation will become norm in the last third of the twenty-first century” ︵p.97︶. However, “it will arrive too late” ︵p.96︶. Hence, Takenaka states4 that Japan should show the good example to the world as an advanced grocline country.Ⅴ　GBI for Sustainability　Envisioning total optimization of sustainability is the mission of the Global Business Initiative ︵GBI︶. How should action to promote total optimization for sustainability be envisaged?　The first consideration is the reconstruction of the material and energy supply chain model. Japa-nese firms face a “sextuple whammy” ︵a strong yen, a high corporate tax rate, delayed participation in free trade agreements, strengthened labor regulation in-cluding a ban on dispatch labor in the manufacturing industry, stronger environmental regulation, and elec-tric power shortages︶. Japanese firms must create a new vision and build new business models which will head for total optimization under the wave of “Abenomics”.　The second consideration is to prevent the de-cline of the Japanese national economy. The bottle-neck here is the shrinking population. According to the National Institute of Population and Social Secu-rity Research, the population is expected to de-crease to less than 100 million ︵99.13 million︶ in 2048 based on the results of the medium-fertility projection. If the Japanese economy loses its vigor, CSR activities aimed toward promoting sustainabil-47Rikkyo Business Review, No.6 （2013）　44-47ity will also fade out. To keep GDP at the present level, GDP per capita must be increased to about 1.3 times its current level. Japan should cope with this situation and take leadership as a symbol of a glo-cline country.　The third is to continue to encourage the Japa-nese peoplesʼ high awareness and strong support of global environmental protection, despite the failure of the Kyoto Protocol framework. Organizational theory indicates that “daily routine drives out plan-ning” ︵March and Simon, 1958, p.206︶. In general, employees are highly motivated when the first fac-tory of the firm is implementing the ISO 14000s system. However, it is often difficult to maintain the original enthusiasm at the second or third factory. Japanese firms should keep themselves motivated and continue to show leadership in sustainability through CSR activities.　Finally, this article would like to point out the im-portance of demonstrating the virtues of the Japa-nese people. The essence of CSR is in absolute val-ue creation instead of the pursuit of relative competitive advantage. Japanese characteristics ex-pressed by harmony, integrity, delicate sensibility, and kaizen ︵continuous improvement︶ resonate with each other. The GBI seeks to find its purpose in the promotion of continuing efforts to leverage these strengths and tackle the trade-off problems we face.Notes　　　　　　　1　We extracted all the articles that contain the word “CSR” from the morning edition of Nikkei Keizai Shimbun from 1 January 2000 to 5 October 2012. In total, 3,064 articles were found. Then, we selected articles related to the ap-pointment of CSR officers and the attendant organizational changes in Japanese companies from 1 January 2003 to 5 October 2012. Consequently, 2,093 articles remained in our sample.2　The United States, other OECD member countries ︵in-cluding Japan︶, China, BRISE countries ︵Brazil, Russia, India, South Africa, and 10 other large emerging econo-mies; Indonesia, Mexico, Vietnam, Turkey, Iran, Thailand, Ukraine, Argentina, Venezuela, and Saudi Arabia︶, and the rest of the world.3　Twenty-six sentences were found in the report which includes “Japan” or “Japanese” ︵p.55, p.68, p.69, p.87 ︵twice︶, p.95 ︵nine times︶, p.97, p.107, p.142, p.192, p.265, p.280, p.286, p.334, p.341, p.342, p.355, p.357︶.4　He gave this comment in the Japanese translation of the book in the chapter titled「2052　今後40年のグローバル予測」︵pp.464-471︶.References　　　　　　　Barney, J. B.︵1997︶, Gaining and Sustaining Campetitive Ad-vantage, 2nd ed., PrenticeHall.Ito, K. ︵2012︶, “Trends in CSR Reports of Leading Japanese Firms ︵Fiscal 2012︶”, The Nikkei Weekly, Oct. 8, 2012, Vol. 50, No. 2562, pp.36-37.Keiner, M. ︵2005︶, History, Definition︵s︶ and Models of “Sus-tainable Development”, ETH, Eidgenössische Technische Hochschule Zürich ︵http://dx.doi.org/10.3929/ethz-a-004995678︶.Laszlo, E. ︵1972︶, The Systems View of the World: A Holistic Vision for Our Time, Basil Blackwell.Laszlo, E. ︵2001︶, Macroshift: Navigating the Transformation to a Sustainable World, Berrett-Koehler Publishers.Lovelock, J. E. ︵1979︶, Gaia: A New Look at Life on Earth, Oxford University Press.March J. G. and H. A. Simon ︵1958︶, Organizations, Wiley.Meadows, D. H., D. L. Meadows, J. Randers and W. W. Beh-rens III ︵1972︶, The Limits to Growth: A Report for the Club of Rome’s Project on the Predicament of Mankind, Earth Is-land.Meadows, D. H., D. L. Meadows and J. Randers ︵1992︶, Be-yond the Limits: Confronting Global Collapse, Envisioning a Sustainable Future, Chelsea Green Publishing company.Meadows, D. H., J. Randers and D. L. Meadows ︵2004︶, Lim-its to Growth: The 30-year Update, Chelsea Green Publish-ing company.National Institute of Population and Social Security Re-search︵2012︶, Population Projection ︵2012, January︶ ︵http://www.ipss.go.jp/syoushika/tohkei/newest04/sh2401shk.html︶.Randers, J. ︵2012︶, 2052: A Global Forecast for the Next Forty Years, Chelsea Green Publishing. ︵野中香方子訳，竹中平蔵解説『2052 今後40年のグローバル予測』日経BP社， 2012年。︶Sasaki, H.︵2011︶, “A Framework for Global CSR: What Japa-nese Firms Should Do to Take Leadership in CSR,” Man-agement Trend, Vol.15, No.4, pp.21-26 ︵in Japanese︶.

The Good Business Initiative and Sustainability from the Viewpoint of Systems Thinking (<Special Issue>GBI Value Creating Corporations in the Post Global Age)

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The Good Business Initiative and Sustainability from the Viewpoint of Systems Thinking (<Special Issue>GBI Value Creating Corporations in the Post Global Age)

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