Business Sustainability: Key Concepts and Strategies, Exams of Biology

Key aspects of business sustainability, including unique business characteristics, resource management (acquired and know-how), and the vrio framework. It explores human and organizational assets, challenges in circular economy implementation, and knowledge gaps. The text also covers megatrends, driving forces, sustainability strategies, risk categories, and economic/enviro-technical change drivers. It provides a comprehensive overview of integrating sustainability into business practices, offering insights into both traditional and radical approaches to corporate responsibility and environmental stewardship. Useful for understanding how businesses can adapt to a changing world by incorporating sustainable practices and strategies. It also provides a framework for analyzing internal and external factors that influence sustainability efforts, making it a valuable resource for students and professionals alike.

Typology: Exams

2025/2026

Available from 12/18/2025

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What are some aspects that make a business unique?
1. Excellent leadership
2. Brand portfolio
3. Partnerships
4 Teamwork
5. Strong financial position
6. Global presence
7. Well-managed processes
8. Innovative ideas
What is an Acquired Resource?
-Often money-derived
-A resource is something a company owns. In theory, you can spend money and
immediately acquire a resource
Examples of acquired resources
-Cash
-Facilities
-Distribution networks
-Production equipment
What are Know-How Resources?
-Resources can also refer to Internal Know-How
-Collective competencies (an embodiment of know-how)
-Built on the premise of the experience, skills, and knowledge held within the
resource pool
-The skills embodied within the company's resources are elements which can
then be used in daily business processes to generate a certain service or product
What are assets held by a firm?
A concept we can use to capture both the idea of a resource (a thing that is
owned) and a capability (an ability to effectively use the resource). Both have
value!
What are capabilities?
-Capabilities are what the company is able to do with its resources
-Capabilities can thus be seen as:
-Ways in which the skills, experience, and qualifications embodied in the HR
resources can in turn leverage systems, equipment, facilities, and networks etc.
-Make good use of that which the company owns/controls
-Capabilities are things that orgs develop with time
What are VRIO resources?
Valuable
Rare
Inimitable (Costly to imitate)
Organized to capture value
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What are some aspects that make a business unique?

  1. Excellent leadership
  2. Brand portfolio
  3. Partnerships 4 Teamwork
  4. Strong financial position
  5. Global presence
  6. Well-managed processes
  7. Innovative ideas What is an Acquired Resource?
  • Often money-derived
  • A resource is something a company owns. In theory, you can spend money and immediately acquire a resource Examples of acquired resources
  • Cash
  • Facilities
  • Distribution networks
  • Production equipment What are Know-How Resources?
  • Resources can also refer to Internal Know-How
  • Collective competencies (an embodiment of know-how)
  • Built on the premise of the experience, skills, and knowledge held within the resource pool
  • The skills embodied within the company's resources are elements which can then be used in daily business processes to generate a certain service or product What are assets held by a firm? A concept we can use to capture both the idea of a resource (a thing that is owned) and a capability (an ability to effectively use the resource). Both have value! What are capabilities?
  • Capabilities are what the company is able to do with its resources
  • Capabilities can thus be seen as:
  • Ways in which the skills, experience, and qualifications embodied in the HR resources can in turn leverage systems, equipment, facilities, and networks etc.
  • Make good use of that which the company owns/controls
  • Capabilities are things that orgs develop with time What are VRIO resources? Valuable Rare Inimitable (Costly to imitate) Organized to capture value

These are firm-internal analyses When is a resource or capability valuable to the firm?

  • A resource or capability is valuable (internally) if:
  • It works to exploit an opportunity or
  • It works to mitigate a threat In the marketplace (external) What insight or value can VRIO create?
  • Take advantage of previously unrecognized competitive advantages
  • Set future plans
  • Better allocate business resources
  • Help ID and evaluate potential opportunities and threats
  • Help judge which threats to prioritize What are human assets of firms?
  • All the experience, knowledge, skills, judgment, risk-taking propensity, and wisdom of individuals associated with the firm
  • Capabilities in this sphere will be those embodied by the abilities of these human resources to ion turn leverage the systems, equipment, facilities, and networks, etc. That the company owns/controls (acquired resources) Examples of Human Assets
  • Knowledge to design more sustainable products/services
  • Knowledge-related abilities to formulate and reconfigure business models for circularity/servitization What are organizational assets?
  • Organizational assets can be related to the:
  • history
  • relationships, trust, and
  • organizational culture that are the attributes of groups of individuals in the firm along with the company's:
  • Internal structure,
  • control systems
  • dominant management style
  • These impact the manner in which all the resources of an organization can be used Challenges we face re: Circular Economy Implementation of New Business Models (nbms) that apply resource-efficient and circular strategies for sustainability demand changes to business operations and overall organizational management
  • Changed relationships in supply chains/value chains/markets
  • Introduce new tensions and dynamics inside the firm
  • Place new demands for knowledge, capacities and capabilities in the firm
  • Demand innovation to change existing products and create new products What are some organizational constraints on personnel assets?

cultures, and personal lives

  • They define our future world and its (accelerating) pace of change What is a driving force? An important societal trend that has direct and indirect impacts on:
  • what we demand 0what demands we place on our organizations Thinking about how such things affect an organization
  • Often requires the formulation of a 'vision'
  • Lined to systems of norms, values, rules, and external attributes Why do we use Megatrends?
  • Forward planning and strategizing for businesses, administrations, and organizations
  • Suited for disruptive regimes
  • Entirely new markets/ecosystems
  • Extrapolations based on historical trends are meaningless
  • Created by different actors for different contexts
  • If you wait for the eventual outcomes of a megatrend, it may be too late to keep pace
  • There are many parameters of our future that are known to a significant degree!
  • Useful to consider 2 megatrends that do not seem to be linked and then consider possible futures What are some Megatrends that affect the future of business?
  • Carbon constrained world
  • Resource constrained world
  • Urbanizing world
  • Climate change
  • urbanization
  • demographic change
  • globalization
  • digitalization How would changes that develop following these large scale trends be relevant to your organization?
  • Media and communications
  • Globalization
  • Urbanization and infrastructure
  • Digitalization
  • Gender and minorities
  • Responsibility and CSR
  • Alt facts?
  • 'Everything made elsewhere'? What do sustainability strategies need?
  • Knowledge of relevant 'aspects' and trends
  • Ability to track issues and understand business implications
  • Skills to identify stakeholders, judge their salience, and engage
  • Knowledge and resource networks
  • Experience and track record Paradigm shift: Old (ca. 1998)
  • Corporate sustainability
  • The Beauty contest
  • Awards, labels, csr reports, certifications
  • Zero company impacts Paradigm shift: New
  • Product sustainability
  • Embedded
  • LCA performance
  • Kg Co2/m
  • zero product life cycle impacts Paradigm shift: Radical
  • Systems sustainability
  • Services redesign
  • Close loop systems, radical materials
  • Zeroing others by cannibalizing Value-adding corporate responsibility approach (Compliance/risk minimizing)
  • Code of conduct
  • Compliance with gov. Guidelines
  • Self-eval
  • External audits
  • Reporting compliant with GRI guidelines
  • Transparent comms and key stakeholder dialogue Value-adding corporate responsibility approach (Cost saving)
  • Initiatives to improve energy efficiency in plants and offices
  • Improvement efforts along entire value chain
  • Capital efficiency Value-adding corporate responsibility approach (Business case)
  • Well-defined value proposition
  • Focus on energy and environmental growth initiatives (sales and R&D)
  • Part of managers' operational responsibility Trelleborg Corporate Responsibility Pyramid
  • Compliance and risk management (mainly internal)
  • Operational/ process improvement (mainly internal)
  • Sustainable products, external and internal transparency: CR reporting, stakeholder dialogue, materiality analysis What graphs to look at to measure sustainability success?
  • Company net emissions (not just CO2/m2)
  • Benchmarking (you vs. Competitors) What are some economic/enviro-technical change drivers?
  • Decarbonization (e.g. Demands for net zero)
  • Electrification (e.g. Carbon, efficiency, pollution reduction)
  • Digitization (e.g. Telematics for efficiency, life-cycle insight, customer contact)

Differentiation for B2B Steer business decisions based on

  • production cost
  • enviro/social risk reduction
  • image reinforcement WTP in industrial and consumer markets
  • Constrained by agency (choice)
  • Requires commitment
  • (may) require ability to bundle public/private goods Types of differentiation in standard markets
  • Product
  • service
  • channel
  • relationship
  • reputation/image
  • price Types of credible communication in broad social arena for differentiation
  • product sustainability profile
  • demonstrable firm performance
  • integration of product with company/product line Ways to reach inimitability of products to sustain advantage
  • Barriers to imitation -- legal or institutional
  • Barriers to imitation - resource based Criteria to find or create differentiated products
  • WTP in industrial or consumer markets
  • Credible comms
  • Inimitability
  • Commitment/track record Strategies for efficiency and managing competitors
  • Increase the (eco) efficiency of your product/service creation
  • Manage the competitive environment
  • Redefine markets Resource efficiency as a 'green' strategy
  • fundamental part of any 'environmentally able' org
  • leading edge achievements are relatively subjective (e.g. Up and down value chains) Reducing costs via strategic 'greening' efforts
  • Particularly relevant if costs cannot be passed on
  • Private cost savings more than offset public good provision
  • lean operations
  • industrial symbiosis
  • shifts to greener (cheaper) raw materials Eco-efficiency Creating more value per unit of material throughput
  • cleaner raw materials
  • process improvements
  • quality control
  • internal recycling
  • reduced emission Characteristics of eco-efficiency
  • need to reduce costs AND enviro. Impact
  • often for b2b markets
  • often not 'marketable'
  • requires novel capabilities
  • pushes beyond firm borders Short term savings from eco-efficiency
  • existence (flex to change)
  • recognition (info flows)
  • Incentive to change (agency and moral hazard) What do Agency and Moral Hazard mean?
  • Agency= capacity of an actor to act in a given environment- not always in a manner that immediately benefits the firm
  • Moral hazard: a party isolated from risk makes a decision about how much risk to take, while another party bears the costs if things go badly Eco-efficiency long-term savings
  • systematic ID of savings
  • application of info systems
  • digitization + interconnectivity + computing power open new efficiency opportunities
  • new areas for business model innovation How to manage competitors
  • Create regulatory advantage and change the rules of the game
  • seek a level playing field
  • seek to preempt, influence, or guide regulation
  • if your company is to provide public goods,
  • pursue methods thtat get all to join
  • prevent opportunism in others
  • reap benefits of first mover advantage What is a level playing field? A metaphorical playing field is level if no external interference affects the ability of the players to compete fairly
  • gov. Regulations can provide such fairness, as all participants must abide by the same rules
  • These create a starting point/ a min. Standard- a "level playing field" Public policies for leveling playing fields
  • Mandate membership
  • specify technological performance, etc. Local examples: building codes, material specifications, zoning restrictions, etc.
  • Innovation of products, services, and business models
  • Product performance and sustainability Hybrid approaches for redefining markets
  • Win:
  • differentiation
  • competitor management
  • cost control
  • Products to services (product service systems)
  • Product bundling
  • un-bundling, re-bundling New market spaces
  • Increasingly delivering public goods with private goods
  • Individuals and collectives shaping sustainability market spaces
  • Redefining the roles of economic actors
  • Redefining products
  • Redefining services Dos for incorporating sustainability
  • Analyze sustainability work as "investment for returns"
  • See the world as dynamic and changing
  • When uncertain, invest in knowledge Do-nots for incorporating sustainability
  • Do not see sustainability as only 'social responsibility'
  • Do not have unrealistic expectations - track and understand big trends important to your area of business Four competitive strategies for sustainability
  • Eco-efficiency
  • Beyond compliance leadership
  • Environmental cost leadership
  • Eco-branding What are 'sustainability strategies'? Sustainability strategies are choices available to managers that align environmental and social investments with the generic strategy of the company Key issues to focus on for sustainability strategies
  • How to link eco-efficiency strategy
  • When and how collective action ('green club' engagement) creates value
  • Prerequisites for successful eco-branding
  • How to pursue cost strategies AND environmental leadership What is the win-win scope of sustainability strategies? Combined environmental and economic benefits Which competitive environmental strategies are related to Organizational Processes?
  • Eco-efficiency
  • Beyond compliance leadership Which competitive environmental strategies are related to Products and Services?
  • Environmental cost leadership
  • Eco-branding Which competitive environmental strategies are related to Lower costs?
  • Eco-efficiency
  • Environmental cost leadership Which competitive environmental strategies are related to Differentiation?
  • Beyond compliance leadership
  • Eco-branding What is the difference between competitive advantage and competitive focus?
  • Comp. Advantage: the basis of company advantage over others
  • Comp. Focus: how and where you create the advantage Characteristics of a product or service focus
  • easier to identify or delineate
  • define a strategy for a single product/service or a portfolio of offerings Characteristics of Organizational process focus
  • More overarching
  • possible for a clearly identifiable production process-or for a particular source of raw materials
  • More likely to be a 'manufacturing entity', a firm, or a corporation Why implement beyond compliance leadership?
  • Compliance is no more than meeting minimum regulated standards
  • certifications can quickly become 'license to operate': made for ensuring baseline and progress.
  • Continual inflation of stakeholder expectations (moving goal posts) Can become:
  • sustainability leader
  • adaptive, not reactive/defensive
  • build positive reputation
  • reflexive (institutionalized and automatic behavior)
  • stakeholder criticism, dialogue, negotiation instead of confrontation
  • consumer engagement instead of boycotts Ways to implement eco-branding
  • ecolabels
  • voluntary standards
  • private certificates Private vs. Public goods Private goods involve profits/cost savings/personal health benefits Public goods can be environmental/societal benefits delivered by products, services, or companies 3 basic pre-requisites for implementing the Eco-branding strategy
  • WTP of consumer
  • Reliable info on product's environmental performance
  • Difficult to imitate by competitors Define E-cost strategy