Authors: Maria L. Nathan
Addresses: School of Business and Economics, Lynchburg College, 1501 Lakeside Drive, Lynchburg, Virginia 24501, USA
Abstract: Galbreath (2009), recognising the need for firms to more consciously link sustainability to core strategy, developed a sustainability-strategic issues framework. This article reinforces this framework by making assessment and feedback integral to the sustainable strategy process. Additional opportunities for sustainable competitive advantage through sustainability and beyond Galbreath are offered here. They are rooted in the core competencies of the firm and are made integral to the strategic management process. Galbreath is tentative as to whether the sustainability movement is like the industrial revolution in scope. This article seeks to reinforce that a revolution of just such a magnitude is at hand.
Keywords: corporate sustainability; corporate social responsibility; sustainable development; core strategies; strategic issues; assessment; feedback; competitive advantage; core competencies; industrial revolution; crisis management; emergency management; sustainable strategic management.
International Journal of Sustainable Strategic Management, 2010 Vol.2 No.1, pp.29 - 40
Published online: 11 Mar 2010 *Full-text access for editors Access for subscribers Purchase this article Comment on this article