Framework

Conditional SDG alignment

The question it answers

When a leadership team weighs committing to the SDGs, how can it tell whether the commitment truly strengthens strategy or is just a label or a budget line?

Origin
Van Zanten and Van Tulder, 2021; Carroll, 1991; Freeman and McVea, 2001; Banerjee, 2008; Montiel et al., 2021
Diagram type
Hub diagram
Level of analysis
Firm
Topics
Ethics & corporate governanceStrategy & leadership
Clay balance scale with two level glass pans, icon for business ethics

Diagram

Conditional SDG alignment

Conditional alignment
Ethical red lines
Adaptive resource allocation
Outcome evidence
Stakeholder legitimacy
Portfolio discipline

Sources

References

Listed A–Z by author surname, Harvard style. A source with a DOI links to https://doi.org/…; one without links to its page or says plainly that it has no DOI.

  1. Banerjee, S.B. (2008) ‘Corporate social responsibility: the good, the bad and the ugly’, Critical Sociology, 34(1), pp. 51–79.doi:10.1177/0896920507084623Source page
  2. Carroll, A.B. (1991) ‘The pyramid of corporate social responsibility: toward the moral management of organizational stakeholders’, Business Horizons, 34(4), pp. 39–48.doi:10.1016/0007-6813(91)90005-gSource page
  3. Freeman, R.E. and McVea, J. (2001) A stakeholder approach to strategic management. SSRN (Darden Graduate School of Business Administration Working Paper No. 01-02).doi:10.2139/ssrn.263511Source page
  4. Montiel, I. et al. (2021) ‘Implementing the United Nations' Sustainable Development Goals in international business’, Journal of International Business Studies, 52(5), pp. 999–1030.doi:10.1057/s41267-021-00445-ySource page
  5. Van Zanten, J.A. and Van Tulder, R. (2021) ‘Improving companies' impacts on sustainable development: a nexus approach to the SDGs’, Business Strategy and the Environment, 30(8), pp. 3703–3720.doi:10.1002/bse.2835Source page