498
T. Frozza et al.
In the process of utilizing knowledge, the organization shall ensure that knowledge
is applied to its benefit, and this end shall take steps to ensure that skills and assets
are fully utilized. The process of knowledge retention, in turn, consists of selecting,
storing and regularly updating knowledge, to protect the company against its loss
(Probst et al. 2002).
4 Organizational Sustainability
Considered to be a megatrend, over the past 10 years, it has constantly influenced
companies’ ability to create value for customers, shareholders and other stakeholders
(Lubin and Esty 2010), sustainability has been discussed in numerous surveys around
the world. which led to the dissemination of various conceptual interpretations, which
vary according to the purpose of each research (Martins et al. 2019).
There is, however, a widely adopted concept, developed by the World Commission
on Environment and Development, through the “Our Common Future” Report, which
states that sustainable development is one that “meets the needs of the present without
compromising the ability” of future generations to meet their own needs (Brundtland
et al. 1987, p. 41). Later, in 1992, at the United Nations Conference on Environment
and Development, the “environmental, social and economic” tripod to characterize
sustainable development was accepted and formalized (Louette 2009).
When analyzing sustainable development with organizations, it can be conceptualized based on the sustainability tripod, that is, as the search for a balance between what
is socially desirable, economically viable and environmentally sustainable (Silva and
Quelhas 2006). Another concept goes further by stating that organizational sustainability concerns the inclusion in the management of organizations of the responsibility to insert concerns related to sustainable development into strategic decisions
(Van Marrewijk 2003).
Based on the sustainability tripod, as originally proposed by Elkington (1998),
it is possible to capture “the essence of sustainability by measuring the impact of
an organization’s activities on the world […] including both its profitability and
shareholder values and its social, human and environmental capital” (Savitz and
Weber 2006, p. 8).
Regarding the insertion of sustainability in organizations, which have come under
numerous pressures, whether through legislation, governments, clients or activists
(Nidumolu et al. 2009), a sustainable strategy must address the interests of all stakeholders: investors, employees, clients, governments and society at large, as well as
improving environmental, social and governance (ESG) performance.
In this regard, there are proposed frameworks for sustainable strategy creation
and value creation that consider factors such as: strategically focusing on the most
“material” ESG issues—those that have the greatest impact on the company’s ability
to create shareholder value and produce major innovations in products, processes,
and business models that prioritize these concerns (Eccles et al. 2013), doing old
things in new ways, doing new things in new ways, transforming the core business,
T. Frozza et al.
In the process of utilizing knowledge, the organization shall ensure that knowledge
is applied to its benefit, and this end shall take steps to ensure that skills and assets
are fully utilized. The process of knowledge retention, in turn, consists of selecting,
storing and regularly updating knowledge, to protect the company against its loss
(Probst et al. 2002).
4 Organizational Sustainability
Considered to be a megatrend, over the past 10 years, it has constantly influenced
companies’ ability to create value for customers, shareholders and other stakeholders
(Lubin and Esty 2010), sustainability has been discussed in numerous surveys around
the world. which led to the dissemination of various conceptual interpretations, which
vary according to the purpose of each research (Martins et al. 2019).
There is, however, a widely adopted concept, developed by the World Commission
on Environment and Development, through the “Our Common Future” Report, which
states that sustainable development is one that “meets the needs of the present without
compromising the ability” of future generations to meet their own needs (Brundtland
et al. 1987, p. 41). Later, in 1992, at the United Nations Conference on Environment
and Development, the “environmental, social and economic” tripod to characterize
sustainable development was accepted and formalized (Louette 2009).
When analyzing sustainable development with organizations, it can be conceptualized based on the sustainability tripod, that is, as the search for a balance between what
is socially desirable, economically viable and environmentally sustainable (Silva and
Quelhas 2006). Another concept goes further by stating that organizational sustainability concerns the inclusion in the management of organizations of the responsibility to insert concerns related to sustainable development into strategic decisions
(Van Marrewijk 2003).
Based on the sustainability tripod, as originally proposed by Elkington (1998),
it is possible to capture “the essence of sustainability by measuring the impact of
an organization’s activities on the world […] including both its profitability and
shareholder values and its social, human and environmental capital” (Savitz and
Weber 2006, p. 8).
Regarding the insertion of sustainability in organizations, which have come under
numerous pressures, whether through legislation, governments, clients or activists
(Nidumolu et al. 2009), a sustainable strategy must address the interests of all stakeholders: investors, employees, clients, governments and society at large, as well as
improving environmental, social and governance (ESG) performance.
In this regard, there are proposed frameworks for sustainable strategy creation
and value creation that consider factors such as: strategically focusing on the most
“material” ESG issues—those that have the greatest impact on the company’s ability
to create shareholder value and produce major innovations in products, processes,
and business models that prioritize these concerns (Eccles et al. 2013), doing old
things in new ways, doing new things in new ways, transforming the core business,