Sustainable Value Management: Pluralistic, Multi-Criteria, and Long-Term Decision-Making

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Responsible Research for Better Business

Abstract

As a consequence of global and local dynamics, the reality of doing business around the world is changing, which im**es upon Adam Smith’s “invisible hand” to self-regulate economic activities and shared social welfare while protecting humanity’s endowment: nature. The last two decades have witnessed an unprecedented scholarship and professional development on sustainability, social responsibility, and ethics in the business and management literature. We argue that the internalization of sustainability into responsible research in business and management (RRBM) should be explicitly founded on sustainable business value management, which is pluralistic (multiple stakeholders along the value chain), multi-criteria (multiple value dimensions), and long term (value accumulates and decays over time and space). Our position is aligned with all RRBM’s main principles, but particularly service to the society, stakeholder involvement and impact on stakeholders. In this chapter, we argue for the development of responsible decision-making frameworks in business and management that are founded on inclusivity of stakeholders (sometimes including reconciliation), multidimensional value (e.g., triple bottom line) creation, and long-term governance (in opposition to short-term). Sustainable value management is therefore not only about reporting, but also about changing the decision-making mind set, processes and methods.

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Notes

  1. 1.

    For illustration purpose and not intended as theoretical representation.

  2. 2.

    The space shown in Fig. 3 represents the boundaries of potential feasible decisions.

  3. 3.

    Fig. 4 (A): an environmentally good decision creates value while reconciling financial (\( \vartheta_{f} \)) and environmental (\( \vartheta_{e} \)) outcomes without surrendering one to the other. In opposition, an environmentally bad decision yields possible value by the destruction of both financial (\( \vartheta_{f} \)) and environmental (\( \vartheta_{e} \)) outcomes. An altruistic environmental decision represents a philanthropic decision where the financial value is surrendered to create a better environment. Alternatively, a selfish environmental decision will sacrifice the environment to create private wealth. Figure 4 (B): a socially good decision creates value while reconciling financial (\( \vartheta_{f} \)) and social (\( \vartheta_{s} \)) outcomes without surrendering one to the other. In opposition, an environmentally bad decision yields possible value by the destruction of both financial (\( \vartheta_{f} \)) and social (\( \vartheta_{s} \)) outcomes. An altruistic social decision represents a philanthropic decision where the financial value is surrendered to create a better society. Alternatively, a selfish social decision will sacrifice the common social good to create private wealth. Figure 4 (C): These types of situations are rarely discussed. A socially and environmentally good decision creates value by reconciling social (\( \vartheta_{s} \)) and environmental (\( \vartheta_{e} \)) outcomes without surrendering one to the other. In opposition, a socially and environmentally bad decision destroys both social (\( \vartheta_{s} \)) and environmental (\( \vartheta_{e} \)) outcomes. An altruistic social decision represents a situation where a community sacrifices its wellbeing or welfare to create a better natural environment. Alternatively, a selfish social decision will sacrifice the environment in favour of social welfare or wellbeing.

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Guitouni, A. (2020). Sustainable Value Management: Pluralistic, Multi-Criteria, and Long-Term Decision-Making . In: Zsolnai, L., Thompson, M. (eds) Responsible Research for Better Business. Palgrave Studies in Sustainable Business In Association with Future Earth. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-030-37810-3_8

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