Edited by John R. McIntyre, Silvester Ivanaj and Vera Ivanaj
Chapter 1: Multinational Enterprises and Sustainable Development: A Review of Strategy Process Research
Vera Ivanaj and John R. McIntyre 1. INTRODUCTION Sustainable development (SD) and, more broadly, corporate social responsibility (CSR) cannot be ignored in current research on management science and management theory (Gladwin et al., 1995). In the field of strategic management, concerns regarding SD are even more acute due to its integration into the general design of overall company policy. Indeed, the development of such a strategy is incomplete if social and environmental responsibility is not taken into account as a crucial element of a company’s decision-making process (Carroll and Hoy, 1984; Hart, 1997; Martinet and Reynaud, 2004, McGee, 1998; Reynaud and Joffre, 2004). Therefore, owing to the impact of strategy on the economic performance of the firm, the process of designing and enforcing SD/CSR strategies has become a major focus of empirical investigation and theoretical reflection. Over the last few years, the number of articles and research projects exploring the global implications of SD/CSR has dramatically increased (Banerjee, 2002). Prestigious journals, including the Academy of Management Review, the Academy of Management Journal, Academy of Management Executive, the Strategic Management Journal, the Journal of Business Ethics and Long Range Planning, have published numerous such articles. At the same time, several journals dedicated to SD/CSR have been created, such as the Journal of Environmental Assessment Policy and Management, Environmental Science and Technology, Corporate Environmental Strategy, Environmental Quality Management, the Journal of Environmental Planning and Management and the International Journal of Sustainable Development, Business and Society. The so-called ‘triple bottom line’ approach to...
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