Strategy and Competitiveness in Latin American Markets

Strategy and Competitiveness in Latin American Markets

The Sustainability Frontier

Edited by Urs P. Jäger and Vijay Sathe

Using a combination of thorough research and practical examples, Strategy and Competitiveness in Latin American Markets explains how the concept of the sustainability frontier that the book develops resolves the long-running debate on whether sustainability requires tradeoffs or not. Through its exploration of a variety of sustainability challenges and opportunities, along with various sustainability models, the authors show how the sustainability frontier can be expanded through disruptive innovation, the building of new skills and by other means to secure no-trade off solutions.

Conclusion to Part III: Sustainability models for achieving viability, legitimacy and competitiveness

Vijay Sathe and Urs Jäger

Subjects: business and management, management and sustainability, strategic management


Each chapter in Part III presents a model for improving a company’s economic, environmental and social performance. As such, these are all models for moving forward in Direction 1 on the sustainability map (Figure 1.1). Each model provides a lens for viewing a company’s sustainability challenges and opportunities, and how they may best be addressed. The models in Chapters 10 and 11 are both lenses for viewing ‘no-trade-off ’ solutions. Other chapters use the lens of a business cluster (Chapter 12) and the sustainable supply chain (Chapter 13) to highlight the opportunities available for sustainable pursuit. Chapter 14 focuses on the ignored or underserved markets at the base of the pyramid and presents a model of social business for pursuing these opportunities sustainably. Where these models differ is in the extent to which they consider whether the economic, environmental and social outcomes produced serve to secure the firm’s viability, legitimacy and competitiveness. These three determinants of the survival and success of a company were introduced in Chapter 1, and further developed in the Conclusion to Part II. We now elaborate on their particular significance for companies operating in Latin America. The concepts of viability and legitimacy provide managers with a language to describe their social and environmental contributions as an integral part of their strategies for sustainable competitiveness.

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