A Guide Using Diagram (2012) explains why diagrams are a useful resource in the workplace, and discusses five different diagramming types that can be beneficial to better communicate an idea or project such as a rich picture diagram, system map, influence diagram, multiple cause diagram and spray diagram. The video reflects the clear idea that diagrams open space for people to think out of the box, they guide people to explore more deeper into ideas and different areas. Also, diagrams help to organize complicated concepts in a way that they can be easier to understand.
Eccles & Serafeim (2013) examines the trade-offs and provides a framework for creating sustainable strategies that simultaneously boost both financial and ESG performance. It requires companies to do two things: focus strategically on the most “material” ESG issues, the ones that have the greatest impact on the firm’s ability to create shareholder value; and produce major innovations in products, processes, and business models that prioritize those concerns.
Molthan-Hill (2007) Chapter 11 crowdsourcing for sustainable solutions define crowdsourcing as an element of open innovation and it’s based on the principle that good ideas can come from anywhere and innovation should not be restricted to R&D departments or innovations labs, by the contrary, it can be viewed as the process of connecting people around the world with their willingness to share their knowledge, expertise, time and resources for a common benefit. It also explains the six different types of crowdsourcing which are crow labor, crowdfunding, crowd creativity, crowd innovation, crowd wisdom and crowd governance.
Molthan-Hill (2007) Chapter 12 explains that sustainable operations management assumes the role of the most important process for an industry to deliver their products and services to its customers because it is directly responsible for how the resources (human, material, and energy) of a corporation are effectively used in its operations process to finally have a successful outcome of their products to their prospect clients. Sustainable operations are considered to have a dynamic process which varies among corporations, because each company makes their own operations in a different way which creates a strong relationship with their suppliers, retailers, customers, and employees that combine the company’s supply chain.
Molthan-Hill (2007) Chapter 13 mainly explains the concepts of supply chain management, supply chain and social sustainability, supply chain management with environmental sustainability, traceability and transparency of supply chain, and solving corruption problems in supply chain and demonstrates how the appliance of them in a business context can bring positive value throughout the company value chain activities and final distributions of their products and services.
Molthan-Hill (2007) Chapter 16 systems thinking and sustainable management. Compared with the traditional way of SILO thinking, systems thinking focuses on the entire problem. The chapter mainly illustrates how systems thinking can contribute to understanding, communicating and addressing sustainability issues in management. Thinking systematically and using diagrams can make an important contribution toward achieving them. System thinking is explained through the company scope, boundaries, feedback loops and emerging properties.
Natura Annual Report (2018) provides a general description in which the company is concerned with sustainability and financial performance. Audited statements of income, environmental policy, sustainability vision, sustainable strategy, environmental and social impact practices, financial position, cash flow, sustainable approaches such as eco-friendly packaging and other practical areas. The report also shows the positive impacts obtained from the company's operational activities and state solutions for solving some of the company’ issues involving sustainability and social inequality.
Nidumolu et al. (2009) states how sustainability drives innovation by creating competitive advantage in the following five stages, the company's view compliance as an opportunity, companies make value chain sustainable by working with suppliers and retailers to develops more sustainable practices and products, companies recognize consumer segments and begin to design or redesign products, the development of new business platforms by rethinking both process and products, lastly, the creation of new- practice platforms by questioning the assumptions underlying their current business practices.
Osch & Vital the authors discuss three perspectives on sustainable information technology such as green IT, green IS and sustainable innovation. They developed a research in which they found that HP was the first company to implement recycling programs and a key driver of many industries initiatives for Green IT/IS and sustainable innovation.
SA8000.avi (2012) explains the purpose and the importance of this initiative in developing the leather Indian business. SA8000.avi initiative is defined as a standardization program that helps organize businesses within social accountability. The focus of this program is described to improve the business’ processes and at the same time creates value for the stakeholders of the organization and the environment.
The secret lives of our clothes (2011) explains the hidden tag cost of jeans and recommends the use of GoodGuide tool for a most conscious way of customer behavior when shopping. The hidden tag cost was explained in the video as the value added to the final product/service, in this case the jeans. Product’s tag cost varies among industries. In the example from the video, there are two types of jean’s industries. The first type are the industries that use the cheapest kind of cotton they can find for manufacturing their jeans. By the other hand, the second type of jean’s industries are the ones that join the better cotton initiative (BCI) as part of their product’s implementation. The video also explains LCA of the two described companies of jeans.
Thomas Abraham, Viet T. Dao. (2019) The authors provided an initial empirical support for the preposition of the SIS framework that companies a staged path to sustainability maturity and that IS play specific roles as companies mature. In this research, both authors analyse and compare six different industries such as, Coca Cola, Biogen, J&J, General Mills, Volvo, and Caterpillar in three main aspects, the way investments in IS roles differ within and across industries, how the stages of sustainability maturity are traversed within an industry and across industries. Lastly, they combined data from all six cases to see if the sustainability innovation framework is supported across all three industries.
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