Strategy and Competitiveness in Latin American Markets
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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.
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Chapter 3: Sustainability in Latin America

Fernando Casado Ca-eque


Historically, Latin America has always lived with corporations actively engaged in society, whether through a philanthropic perspective, extensively inspired by religious institutions, or through paternalist approaches in a context of broad social and economic inequality. The second half of the twentieth century saw significant progress in the relation between corporations, individual freedoms and employees, encouraged by international declarations such as the Universal Declaration of Human Rights, the International Labor Organization (ILO) Declaration on Principles of Rights at Work or the Rio Declaration of 1992 on Environment and Development. Such events have led through the last two decades to an integration of the concepts of sustainability and social responsibility of Latin American corporations towards a more strategic approach, linking social impact into the value chain and as part of their core operations. As described by the 2011 AVINA report, In Search of Sustainability (2011), there have been some pioneering social reporting models in the region that have created relevant antecedents for the sustainability movement. For example, in 1975, the Asociaci—n Chilena de Seguridad (Zimmer et al., 2004) was the first to assess internal social balance in Latin America by measuring factors such as the companies’ working-life quality. Futhermore, in 1987, Colombia created its first Social Balance Model, elaborated by the Asociaci—n Nacional de Empresarios de Colombia (Bellandi and Di Tommaso, 2005), along with the Cámara Junior de Colombia (CJC), inspired by the ILO model.

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