A systematic approach in theory of sustainability value creation. A conceptual model
The interest in issue of sustainable development is rapidly growing in last few years. More and more companies are moving to a management control system (MCS) oriented towards sustainability value. Despite several contributions in the field, the integration process is still critic. This work aims to provide a conceptual model to integrate sustainability dimensions, particularly the cultural and organizational dimensions, within corporate strategy. We focus on two research questions: 1) what are the sustainability dimensions, and connected strategic goals and performance indicators, to include in the strategic plan? and 2) how to integrate them into MCS to achieve sustainable value creation? To this end, we discussed the recent trend in the literature on the topic and we conducted a survey and interviews with managers of Italian companies by providing a clear picture on the role of sustainability in the value creation process. Accordingly, we identified five dimensions of sustainability to consider separately in the strategic plan. Results suggested that, from practical point of view, relevant is the role played by cultural change and organizational structure. In addition, we structured a theoretical model based on the Balanced Scorecard (BSC) approach, in order to realize a strategic alignment between sustainability and strategy, by identifying a set of strategic goals and sustainable indicators connected to each of the five dimensions selected. Both practitioners in companies and academics might find the model useful, as it outlines major lines of research in the field.
Keywords: Sustainability, Balanced Scorecard, Performance Management.
