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Definition and Importance of Sustainable Business Practices
Sustainable business practices describe the way the business and organizational processes are managed while concentrating on the impacts on the environment, people, and future financial returns. In the context of Lüdeke‐Freund (2020), sustainability in business concerns not only the reduction of the adverse effects of business on the environment and society but also the enhancement of sustainable value creation for stakeholders in the future. Within that view, sustainable business management relates to the utilization of resources without threatening their availability for future use. Sustainability in business, therefore, refers to the ability to create wealth, maintain the environment, and distribute resources. Businesses that try to be sustainable know that these three dimensions are linked and work towards creating value for a firm's shareholders, employees, customers, and society.
The concept of sustainable business practices presents numerous benefits for organizations in the corporate world. First, as Lüdeke‐Freund (2020) describes, sustainable business operations create awareness of environmental conservation because they assist companies in minimizing the use of scarce natural resources, such as water, energy, and various raw materials. Such resources, if exploited irresponsibly, result in their exhaustion, causing adverse effects on the environment. Therefore, it implies that through sustainable practices, firms can easily prevent the wastage of natural resources while reducing environmental impacts. Second, sustainable business practices develop social responsibility among individuals and society. Dacin et al. (2022) claim that it is immoral for companies to overlook the health of their stakeholders and the population in their locations of operation. Since sustainability entails responsible labor relations, fair trade, and development strategies, it enables organizations to generate value without incurring social costs. As a result, sustainable business activities serve society's interest and positively impact a company's image as it attracts responsible consumers and employees. Thirdly, sustainable management strategies increase operational profitability and guarantee the durability of businesses. According to Dacin et al. (2022), sustainable companies can better use resources, follow legal and environmental requirements, and insist on environmental care, resulting in low operational costs and enhanced competitive advantage. Sustainable companies can be more aware of changes in regulations, human resource management, and society as they commit to achieving their objectives.
How Businesses Implement Sustainable Practices
Companies should give general and specific guidelines for the selection of suppliers to support sustainable supply chain management efforts. Sustainability involves evaluating the use of resources, disposal of wastes, treatment of employees, and compliance with best practices (Amjad et al., 2021). Second, ensuring that raw materials originate from sustainable sources helps to improve sustainability practices. Such approaches include the efficient use of recycled or natural materials in energy and compliance with the recommended trade standards. Resource efficiency is another core strategy in the management of a sustainable supply chain. Willskytt & Brambila-Macias (2020) describe increased resource efficiency as a process of minimizing waste, improving transportation, and applying principles like reuse, redesign, and recycling. Therefore, such principles are environmentally and naturally inclined, consequently lowering a firm's operation costs significantly.
In the corporate environment, firms must concentrate on transparency and traceability if they have to sustain their operations in the long term. Dacin et al. (2022) show that information regarding the sourcing of raw materials and corporate social responsibility is required to circulate within organizations to better their sustainability plans. Sustainable practices can be proven within a company through the use of traceability systems since they help identify the sources of materials used within production or manufacturing schemes. Finally, the formation of partnerships leads to enhanced organizational sustainability in supply chain management. Suppliers, trade associations, and NGOs can be engaged in recommending ways of improving responsibility within supply chains at an organizational level (Brun et al., 2020). Therefore, extending an invitation to the suppliers to engage in workshops on sustainability provides a platform through which individuals in business contexts can think about how firms should be managed.
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Adopting sustainable business strategies enhances a firm's brand image and competitive edge. Supporting the thought that the world evolves to become environmentally functional, the companies that promote sustainability can sell products to consumers and have the edge in the market as they operate. This trend is evident in their consumption, where many consumers choose products and services from organizations that uphold sustainable behaviors. Additionally, sustainability initiatives are important triggers for the recruitment and retention of employees. An organization's commitment to environmental conservation and social accountability positively impacts job seekers looking to work for organizations with sustainable goals. This resemblance of values creates higher levels of job satisfaction, decreased turnover, and more outstanding organizational commitment. Considering the practical aspect, cost reduction is also a benefit of sustainable business practices (Barros et al., 2021). Managing resources, reducing waste, and conserving energy are some areas where companies can cut back their expenses. These practices help minimize costs while avoiding situations where certain risks of resources can arise in the future.
Another advantage is the consideration of regulatory requirements. When governments impose stricter environmental regulations, firms that engage in sustainable business practices are in a more favorable position regarding compliance, thereby preventing penalties and the costs stemming from modified legislation affecting operations. Adopting sustainable business practices also enhances productivity. Minimizing cycle time, reducing the number of breakdowns in machines, and effectively utilizing human resources lead to excellent production rates (Tsarouhas, 2020). Employees with such perceptions feel motivated and demonstrate higher levels of performance. Finally, sustainable business practices enhance financial stability. By developing customer consciousness and environmental concerns, consumers reveal a willingness to pay higher prices for sustainable products, which results in increased company revenues. Similarly, business managers also acknowledge business sustainability, and investors prefer sustainable businesses.
Financial and Operational Difficulties that Companies Encounter when Executing Sustainable Practices
Companies experience many financial and operational implications while adopting sustainability practices. In evaluating the suitability of sustainable transformations, the organization may need sizeable capital to fund these changes in the initial years. Initial costs may be in the form of acquiring and installing new efficient equipment, modifying existing facilities, or procuring renewable energy resources. Such expenses can be discouraging, especially for small to medium enterprises, which may lack capital or financial power. At an operational level, sustaining the offering of products and services is difficult, as it requires ensuring that existing business models embrace sustainable practices. In this process, companies review how they work, correct human resource practices, change the supply chains, and create new products that can meet sustainability goals. These complex alterations create resistance at the employee or management level as the organization adapts to the new system. Another challenge is the lack of straightforward, easily quantifiable returns on sustainable-related actions beyond the environmental ones. The lack of specific measurements and relevant knowledge makes it difficult for companies to understand the returns on their investment, negatively impacting their continued support of sustainability practices (Cardoni et al., 2020). Moreover, it becomes difficult for companies to develop internal values and compensation policies consistent with the different values of environmental sustainability management. This comprises reduced exposure to energy prices and water, which is not usually captured directly in internal capital allocations. The last problem is the funding of the sustainability journey. Businesses are forced to identify where to apply pressure or invest to achieve the most improvements and how to invest in the correct transformation engine. This needs proper thinking on how it can be done, and usually needs resources from outside the institution.
Conclusion
In conclusion, sustainable business strategies are essential for businesses that seek to function in a global setting that emphasizes defending the environment and social principles. When financial growth, environmental protection, and societal well-being are attained harmoniously, there are sustainable and increasing benefits for all participants. By implementing sustainable practices, organizations gain increased status, business edge, lower expenses, compliance with the law, and higher employee engagement and performance. However, organizations face several issues when it comes to applying these practices. Some of the issues include costs, lack of support in the organization's culture, and issues regarding how a firm returns on sustainability investments. However, the capability of sustainable business practices to produce more performance for companies makes them sensible even with these problems. Organizations that are capable of controlling the modern issues of sustainability effectively make a positive reaction to such changes and support environmental, social, and organizational values.
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- Amjad, F., Abbas, W., Zia-Ur-Rehman, M., Baig, S. A., Hashim, M., Khan, A., & Rehman, H. U. (2021). Effect of green human resource management practices on organizational sustainability: the mediating role of environmental and employee performance. Environmental Science and Pollution Research, 28, 28191-28206. https://link.springer.com/article/10.1007/s11356-020-11307-9
- Brun, A., Karaosman, H., & Barresi, T. (2020). Supply chain collaboration for transparency. Sustainability, 12(11), 4429. https://www.mdpi.com/2071-1050/12/11/4429
- Dacin, M. T., Harrison, J. S., Hess, D., Killian, S., & Roloff, J. (2022). Business versus ethics? Thoughts on the future of business ethics. Journal of Business Ethics, 180(3), 863-877. https://link.springer.com/article/10.1007/s10551-022-05241-8
- Lüdeke‐Freund, F. (2020). Sustainable entrepreneurship, innovation, and business models: Integrative framework and propositions for future research. Business Strategy and the Environment, 29(2), 665-681. https://www.taylorfrancis.com/chapters/edit/10.4324/9781032626512-3/developing-sustainable-business-models-local-knowledge-acquisition-tourism-lifestyle-entrepreneurship-%C3%A1lvaro-dias-gra%C3%A7a-miranda-silva-mafalda-patuleia-mar%C4%B1a-rosario-gonz%C3%A1lez-rodr%C3%ADguez
- Willskytt, S., & Brambila-Macias, S. A. (2020). Design guidelines developed from environmental assessments: A design tool for resource-efficient products. Sustainability, 12(12), 4953. https://www.mdpi.com/2071-1050/12/12/4953
- Barros, M. V., Salvador, R., do Prado, G. F., de Francisco, A. C., & Piekarski, C. M. (2021). Circular economy as a driver to sustainable businesses. Cleaner Environmental Systems, 2, 100006. https://www.sciencedirect.com/science/article/pii/S2666789420300064
- Tsarouhas, P. H. (2020). Overall equipment effectiveness (OEE) evaluation for an automated ice cream production line: A case study. International Journal of Productivity and Performance Management, 69(5), 1009-1032. https://www.emerald.com/insight/content/doi/10.1108/IJPPM-03-2019-0126/full/html
- Cardoni, A., Zanin, F., Corazza, G., & Paradisi, A. (2020). Knowledge management and performance measurement systems for SMEs' economic sustainability. Sustainability, 12(7), 2594. https://www.mdpi.com/2071-1050/12/7/2594