This chapter investigates the role of cross-functional integration in sustainability-driven business practice. This vital aspect of sustainability is under-developed in available sources, particularly with reference to how practice integration can be successfully implemented. The emphasis in this chapter, which has shaped the selection of the literature and business examples, is on the environmental pillar of sustainable business practice. The examination is a critique of the strengths and weaknesses of extant knowledge. The specific research question concerns the state of knowledge about sustainability integration among the dimensions of human resources, production, and operations and supply chain management. This chapter develops a conceptual framework for studying this integration problem as a basis for extending to multiple dimensions and functions of a business. Cross-functional integration is a management task in which managers and employees design and implement integration. Illustrative cases emphasize Walmart and Recreational Equipment Inc. (REI).
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Front Matter
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Part 1: DEFINING A SUSTAINABILITY-DRIVEN BUSINESS STRATEGY
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Part 2: SUSTAINABILITY-DRIVEN BUSINESS STRATEGIES IN MARKETING
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Part 3: SUSTAINABILITY-DRIVEN BUSINESS STRATEGIES IN INNOVATION AND ENTREPRENEURSHIP
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Part 4: SUSTAINABILITY-DRIVEN BUSINESS STRATEGIES IN OPERATIONS AND INFORMATION SYSTEMS
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Part 5: SUSTAINABILITY-DRIVEN BUSINESS STRATEGIES IN FINANCE AND ACCOUNTING
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Part 6: SUSTAINABILITY-DRIVEN BUSINESS STRATEGIES IN HUMAN RESOURCES
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Part 7: SUSTAINABILITY-DRIVEN BUSINESS STRATEGIES ACROSS FUNCTIONAL AREAS IN AN ORGANIZATION
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Part 8: CASE STUDIES ON SUSTAINABILITY-DRIVEN BUSINESS STRATEGIES
