International Journal of Sustainable Strategic Management http://www.inderscience.com/browse/index.php?journalID=244&year=2011&vol=3&issue=2 Inderscience Publishers Ltd en-uk International Journal of Sustainable Strategic Management 1753-3600 1753-3619 © 2011 Inderscience Publishers Ltd editor@inderscience.com https://www.inderscience.com/images/files/coverImgs/ijssm_scoverijssm.jpg http://www.inderscience.com/browse/index.php?journalID=244&year=2011&vol=3&issue=2 http://www.inderscience.com/link.php?id=44351 Green management has become a new mandate for firms in all industries to use in their operational strategies. The hotel industry has long utilised environmentally friendly practises yet it has incorporated more actions in recent years due to consumer demand. This work offers an exploratory qualitative study of consumer perceptions about the importance of green management practises in purchase decisions for hotel stays. The sample includes hotel customers. Results suggest that green management practises do matter to a majority of customers. Other findings and directions for future research are included. 'Going green'! Exploring customer preference in the hotel industry
Matrecia S.L. James; Angela K. Miles; Millicent F. Nelson; Sally Sledge; Sidika Colakoglu
International Journal of Sustainable Strategic Management, Vol. 3, No. 2 (2011) pp. 93 - 108
Green management has become a new mandate for firms in all industries to use in their operational strategies. The hotel industry has long utilised environmentally friendly practises yet it has incorporated more actions in recent years due to consumer demand. This work offers an exploratory qualitative study of consumer perceptions about the importance of green management practises in purchase decisions for hotel stays. The sample includes hotel customers. Results suggest that green management practises do matter to a majority of customers. Other findings and directions for future research are included.

]]> 10.1504/IJSSM.2011.044351 International Journal of Sustainable Strategic Management, Vol. 3, No. 2 (2011) pp. 93 - 108 Matrecia S.L. James; Angela K. Miles; Millicent F. Nelson; Sally Sledge; Sidika Colakoglu Davis College of Business, Jacksonville University, 2800 University Blvd. N, Jacksonville, FL 32211, USA. ' School of Business and Economics, North Carolina A&T State University, 1601 E. Market St., Greensboro, NC 27411, USA. ' Jennings A. Jones College of Business, Middle Tennessee State University, P.O. Box 450, Murfreesboro, TN 37132, USA. ' School of Business Brown Hall A227, Norfolk State University, 700 Park Avenue, Norfolk, VA 23504, USA. ' School of Business Brown Hall A227, Norfolk State University, 700 Park Avenue, Norfolk, VA 23504, USA green management sustainability corporate responsibility hotel management sustainable development consumer perceptions customer perceptions purchasing decisions hotel stays customer preferences environmentally friendly. 2011-12-19T23:20:50-05:00 3 2 93 108 2011-12-19T23:20:50-05:00 http://www.inderscience.com/link.php?id=44352 Foreign Direct Investment (FDI) and its infrastructure development potential has been the focus of management scholars for long. Indian power sector, marked by years of under-investment and ever increasing demands can also leapfrog by infusion of FDI. India has the potential to attract far more FDI in the power sector as compared to less than 4% of the nation's total FDI that it attracts at present. The root of the problem is as much a question of inadequate reforms as it is of insufficient investment inflow. Therefore, we have undertaken this study that attempts to examine the determinants of FDI in order to enable Indian power sector to attract more FDI and to benefit from these capital inflows. Towards a sustainable FDI policy for power sector development
Neena Sinha; N.V. Kumar
International Journal of Sustainable Strategic Management, Vol. 3, No. 2 (2011) pp. 109 - 125
Foreign Direct Investment (FDI) and its infrastructure development potential has been the focus of management scholars for long. Indian power sector, marked by years of under-investment and ever increasing demands can also leapfrog by infusion of FDI. India has the potential to attract far more FDI in the power sector as compared to less than 4% of the nation's total FDI that it attracts at present. The root of the problem is as much a question of inadequate reforms as it is of insufficient investment inflow. Therefore, we have undertaken this study that attempts to examine the determinants of FDI in order to enable Indian power sector to attract more FDI and to benefit from these capital inflows.

]]> 10.1504/IJSSM.2011.044352 International Journal of Sustainable Strategic Management, Vol. 3, No. 2 (2011) pp. 109 - 125 Neena Sinha; N.V. Kumar University School of Management Studies, Guru Gobind Singh Indraprastha University, Sector 16 C, Dwarka, Delhi-110075, India. ' National Power Training Institute, Sector-33, Faridabad-121003, India India Indian power sector foreign direct investment FDI reforms electricity industry economic development capital inflows. 2011-12-19T23:20:50-05:00 3 2 109 125 2011-12-19T23:20:50-05:00 http://www.inderscience.com/link.php?id=44353 This paper reviews sustainable strategic management (SSM) activities and examines how one nation has changed and performed within the framework of SSM principles. The problem is that relationships between market structures and environmental sustainability are dynamic. This case study uses Poland to illustrate some of the problems in conducting national policy. Since moving to a free-market, Poland enjoyed significant economic advances, but now faces a number of challenges to manage rapid economic growth while ensuring environmental and social stability. This study reviews some of the factors and elements of concern to policy-makers, managers, and social scientists. Sustainable strategic management: the case of Poland
Marlon R. McPhatter; Christopher Ziemnowicz; John E. Spillan
International Journal of Sustainable Strategic Management, Vol. 3, No. 2 (2011) pp. 126 - 141
This paper reviews sustainable strategic management (SSM) activities and examines how one nation has changed and performed within the framework of SSM principles. The problem is that relationships between market structures and environmental sustainability are dynamic. This case study uses Poland to illustrate some of the problems in conducting national policy. Since moving to a free-market, Poland enjoyed significant economic advances, but now faces a number of challenges to manage rapid economic growth while ensuring environmental and social stability. This study reviews some of the factors and elements of concern to policy-makers, managers, and social scientists.

]]> 10.1504/IJSSM.2011.044353 International Journal of Sustainable Strategic Management, Vol. 3, No. 2 (2011) pp. 126 - 141 Marlon R. McPhatter; Christopher Ziemnowicz; John E. Spillan School of Business Administration, University of North Carolina at Pembroke, Pembroke, NC 28372, USA. ' School of Business Administration, University of North Carolina at Pembroke, Pembroke, NC 28372, USA. ' School of Business Administration, University of North Carolina at Pembroke, Pembroke, NC 28372, USA sustainable strategic management SSM stakeholders core values economic development corporate social responsibility CSR market sustainability environmental sustainability Poland. 2011-12-19T23:20:50-05:00 3 2 126 141 2011-12-19T23:20:50-05:00 http://www.inderscience.com/link.php?id=44354 In management literature, many studies claim that there is a business case for companies to address climate change through adequate carbon management strategies. We argue that corporate carbon management is not limited to mitigation efforts internally but also comprises of supply chain optimisations, product-related improvements, and compensation activities. Taking a clear business standpoint, we ask whether such carbon management efforts in a life-cycle wide context are also relevant for corporate competitiveness. Drawing on the industrial organisation (IO) literature, we derive a framework of eight distinct carbon management strategies. For each strategy we elaborate on its potential contribution to generating a competitive advantage and illustrate this with empirical examples of companies already pursuing such strategies. The virtue of corporate carbon management
Timo Busch; Christoph Wolfensberger
International Journal of Sustainable Strategic Management, Vol. 3, No. 2 (2011) pp. 142 - 157
In management literature, many studies claim that there is a business case for companies to address climate change through adequate carbon management strategies. We argue that corporate carbon management is not limited to mitigation efforts internally but also comprises of supply chain optimisations, product-related improvements, and compensation activities. Taking a clear business standpoint, we ask whether such carbon management efforts in a life-cycle wide context are also relevant for corporate competitiveness. Drawing on the industrial organisation (IO) literature, we derive a framework of eight distinct carbon management strategies. For each strategy we elaborate on its potential contribution to generating a competitive advantage and illustrate this with empirical examples of companies already pursuing such strategies.

]]> 10.1504/IJSSM.2011.044354 International Journal of Sustainable Strategic Management, Vol. 3, No. 2 (2011) pp. 142 - 157 Timo Busch; Christoph Wolfensberger Department of Management, Technology and Economics, ETH Zurich, Kreuzplatz 5, 8032 Zurich, Switzerland. ' Hofackerstrasse 58, 8032 Zurich, Switzerland climate change life-cycle wide emissions emission compensation competitive advantage carbon management carbon emissions CO2 emissions supply chain optimisation product improvement industrial organisation greenhouse gases. 2011-12-19T23:20:50-05:00 3 2 142 157 2011-12-19T23:20:50-05:00 http://www.inderscience.com/link.php?id=44355 The paper evaluates how leadership style and feedback affect a leader's effectiveness (measured through creativity and performance) in virtual teams. The findings indicate that virtual team members' creativity is impacted by leadership style regardless of the type of feedback whereas overall performance is impacted by feedback style alone. The objective is to provide guidelines to the virtual team leaders for improving their effectiveness based on the specific goals of a particular project. Evaluating leadership effectiveness in virtual teams through creativity and performance: a qualitative analysis of an experimental study
Ching-Wen Wang; Chang-tseh Hsieh; Michael L. Menefee; Daanish D. Pestonjee
International Journal of Sustainable Strategic Management, Vol. 3, No. 2 (2011) pp. 158 - 174
The paper evaluates how leadership style and feedback affect a leader's effectiveness (measured through creativity and performance) in virtual teams. The findings indicate that virtual team members' creativity is impacted by leadership style regardless of the type of feedback whereas overall performance is impacted by feedback style alone. The objective is to provide guidelines to the virtual team leaders for improving their effectiveness based on the specific goals of a particular project.

]]> 10.1504/IJSSM.2011.044355 International Journal of Sustainable Strategic Management, Vol. 3, No. 2 (2011) pp. 158 - 174 Ching-Wen Wang; Chang-tseh Hsieh; Michael L. Menefee; Daanish D. Pestonjee National Chung Shing University, Taichung 402, Taiwan. ' University of Southern Mississippi, Hattiesburg, MS 39402, USA. ' The University of North Carolina at Pembroke, P.O. Box 1510, 171 Comtech Drive, Building 57A, Suite A, Pembroke, NC 28372, USA. ' University of Arkansas, Fayetteville, Arkansas 72701, USA virtual teams leadership effectiveness feedback types creativity performance teamwork leadership style team leaders. 2011-12-19T23:20:50-05:00 3 2 158 174 2011-12-19T23:20:50-05:00