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M. M. C. Moura and U. Tortato
Continuing the literature review, the article by Tan et al. (2015), studies the relationship between sustainable performance and commercial competitiveness. The
authors state that sustainability is considered as a driver for companies to maintain
their long-term business success. This statement stems from the fact that sustainability has become a source of competitive advantage in the market as it can lead to
higher revenue growth and new business opportunities, and for this to happen, organizations must integrate sustainability into their management and be the ‘pioneers’
in new technologies and innovations while complying with sustainable development.
Finally, the authors comment that the relationship between the economic and sustainable performance of companies is already being studied by many researchers and
presents positive research results, indicating that sustainability brings benefits that
lead to business success.
In the article from Cantele and Zardini (2018), the authors found that the social,
economic and environmental dimensions of sustainability positively affect competitive advantage, followed by corporate reputation, customer satisfaction and organizational commitment. The central role of competitive advantage has highlighted the
need to think strategically about sustainability, which means including these topics
in strategic and operational management in order to achieve financial benefits. Thus,
sustainability has a strategic relevance in the survival and development of companies. The authors stress that when applying sustainable change within companies,
the satisfaction of different stakeholders must be considered.
Analyzing the fourth article, Laari et al. (2017), deal with the adoption of sustainable actions and the relationship with suppliers. It is observed that companies adopt
sustainable practices due to strategic motivations and pressures from various stakeholders. In this sense, these strategic motivations refer to the search for a better image
by the company towards its customers. According to the authors, adopting sustainable supply chain practices is a way of differentiating products and services and
minimizing the risk of potential losses if suppliers’ environmental performance is
poor. In this sense, this article also addresses the issue of environmental performance
by suppliers, stating that working with suppliers who are also pursuing sustainable
development generates a cooperative relationship between customer and supplier,
leading to long-term collaboration and competitive advantage.
Marioka et al. (2017), mention that sustainability should be connected across
the organization, addressing the issue of collaboration, citing that sustainable development is only incorporated if all its points are in harmony. Sustainable aspects
must also be in line with human resources, corporate governance and organizational culture. In addition, there is a connection between supply chain, operations
and marketing through “systemic thinking”. But above all, for this connection to
exist, it is important to empower employees to be involved in the cause, especially
those with direct customer contact, within an open, flexible, and innovation-driven
organizational culture. In addition, the authors point out that shared decision-making,
well-being at work and transparency in activities encourage sustainable development.
Starting the second analysis, referring to the discussion of social responsibility
actions,
M. M. C. Moura and U. Tortato
Continuing the literature review, the article by Tan et al. (2015), studies the relationship between sustainable performance and commercial competitiveness. The
authors state that sustainability is considered as a driver for companies to maintain
their long-term business success. This statement stems from the fact that sustainability has become a source of competitive advantage in the market as it can lead to
higher revenue growth and new business opportunities, and for this to happen, organizations must integrate sustainability into their management and be the ‘pioneers’
in new technologies and innovations while complying with sustainable development.
Finally, the authors comment that the relationship between the economic and sustainable performance of companies is already being studied by many researchers and
presents positive research results, indicating that sustainability brings benefits that
lead to business success.
In the article from Cantele and Zardini (2018), the authors found that the social,
economic and environmental dimensions of sustainability positively affect competitive advantage, followed by corporate reputation, customer satisfaction and organizational commitment. The central role of competitive advantage has highlighted the
need to think strategically about sustainability, which means including these topics
in strategic and operational management in order to achieve financial benefits. Thus,
sustainability has a strategic relevance in the survival and development of companies. The authors stress that when applying sustainable change within companies,
the satisfaction of different stakeholders must be considered.
Analyzing the fourth article, Laari et al. (2017), deal with the adoption of sustainable actions and the relationship with suppliers. It is observed that companies adopt
sustainable practices due to strategic motivations and pressures from various stakeholders. In this sense, these strategic motivations refer to the search for a better image
by the company towards its customers. According to the authors, adopting sustainable supply chain practices is a way of differentiating products and services and
minimizing the risk of potential losses if suppliers’ environmental performance is
poor. In this sense, this article also addresses the issue of environmental performance
by suppliers, stating that working with suppliers who are also pursuing sustainable
development generates a cooperative relationship between customer and supplier,
leading to long-term collaboration and competitive advantage.
Marioka et al. (2017), mention that sustainability should be connected across
the organization, addressing the issue of collaboration, citing that sustainable development is only incorporated if all its points are in harmony. Sustainable aspects
must also be in line with human resources, corporate governance and organizational culture. In addition, there is a connection between supply chain, operations
and marketing through “systemic thinking”. But above all, for this connection to
exist, it is important to empower employees to be involved in the cause, especially
those with direct customer contact, within an open, flexible, and innovation-driven
organizational culture. In addition, the authors point out that shared decision-making,
well-being at work and transparency in activities encourage sustainable development.
Starting the second analysis, referring to the discussion of social responsibility
actions,