麻省理工学院斯隆管理评论

2023年7月20日

新闻提供的分享这第六条关键建议经理剑桥,质量。2023年7月20日公布的一项新的研究显示从今天在麻省理工学院斯隆管理评论,少于三分之一的美国员工调查报告说,他们的组织从事实践嵌入可持续发展目标的商业模式和员工的角色。CB Bhattacharya阐明国家在嵌入可持续性和识别关键的瓶颈,CB Bhattacharya可持续的商业中心的匹兹堡大学的Rob Jekielek哈里斯民意调查合作调查的美国员工发现他们的公司是否采取措施促使员工通过透镜可持续性开展业务。巴塔查里亚说,“虽然许多公司说话的可持续性,声称是环境和社会问题整合到他们的商业模式,更少付诸行动:可持续性在大多数的管理者通常被看作是别人的问题,一个部门甚至一个人。”Companies that are successful in transforming their business models have endowed their employees with a sense of sustainable ownership, spurring them to engage in more sustainability-related behaviors. Yet, only 30% of employees surveyed strongly agreed with the statement "I understand how I can improve my company's sustainability performance through my role," with slightly fewer agreeing that "My company gives me a chance to use my personal initiative or judgment in carrying out sustainability initiatives." When every employee integrates environmental and social concerns into every business decision, sustainability progress is accelerated. " Sustainability Progress Is Stalled at Most Firms ," identifies six key recommendations for managers to embed sustainability into organizational models and cultures: Establish a purpose based on values. Bake sustainability into corporate strategy. Train employees and incentivize actions that advance sustainability. Create a sustainability culture in your organization. Conduct business through the sustainability lens. Bridge the last mile. "Small actions make a big difference," continues Bhattacharya. "If all employees do what they can in their own spheres of influence, impact will take place." The Research The survey drew responses from 1,056 employees, representative of the U.S. employee base. Sustainability was defined for the respondents as integrating environmental and societal concerns into business decisions and actions. Respondents were asked to rate their level of agreement on a 4-point Likert scale (strongly agree to strongly disagree) with a series of 19 statements about the status quo, such as "My company has a clear business case for improving our sustainability performance." A series of 12 issues were presented that posed potential challenges to sustainability progress, such as "Sustainability is not built into our business strategy," and asked respondents to rate the extent to which that is an actual challenge at their company (major challenge to not at all a challenge). About the Authors CB Bhattacharya is the director of the Center for Sustainable Business and the H.J. Zoffer Chair in Sustainability and Ethics at the Katz Graduate School of Business, University of Pittsburgh. He is the author of Small Actions, Big Difference: Leveraging Corporate Sustainability to Drive Business and Societal Value (Routledge). Rob Jekielek is the managing director of The Harris Poll. About MIT Sloan Management Review MIT Sloan Management Review is an independent, research-based magazine and digital platform for business leaders, published at the MIT Sloan School of Management. MIT SMR explores how leadership and management are transforming in a disruptive world. We help thoughtful leaders capture the exciting opportunities — and face down the challenges — created as technological, societal, and environmental forces reshape how organizations operate, compete, and create value. Connect with MIT Sloan Management Review, on: