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Our planet faces massive economic, social, and environmental
challenges. To deal with these challenges, the United Nations has
promoted 17 Sustainable Development Goals (SDGs) to define global
priorities and aspirations for 2030, and Governments worldwide have
already agreed on these goals. In order to approach them
practically, private and public organizations have to contribute to
make SDGs happen by identifying and executing sustainable
strategies as key drivers of their visions and business models.
Building on the emerging concept of Integrated Thinking (IT), this
book explores how modern organizations can leverage a long-term
integrated strategy to reconcile financial stability with social
and environmental sustainability and create enduring value for all
stakeholders. By focusing on the value-creating role of business
organizations in delivering on the promise of sustainable and
inclusive development, the book enriches the debate on Integrated
Thinking and Integrated Reporting (IR), with particular emphasis on
the value creation process. This book offers an opportunity to
discuss the way in which business organisations can rethink their
management processes, accounting tools and reporting solutions, as
they strive for both competitiveness and growth while contributing
to the achievement of the SDGs, and long-term value creation more
broadly. Based on the analysis of different case studies, the book
explores how organizations are approaching these challenges and how
they are connecting SDGs, to business models and strategies.
Analysing the impact of SDGs on materiality, connectivity, and
stakeholder engagement, this book provides an insight into how
Integrated Thinking, Management and Reporting is currently
practiced and in which way these managerial innovations can
contribute to SDGs.
Our planet faces massive economic, social, and environmental
challenges. To deal with these challenges, the United Nations has
promoted 17 Sustainable Development Goals (SDGs) to define global
priorities and aspirations for 2030, and Governments worldwide have
already agreed on these goals. In order to approach them
practically, private and public organizations have to contribute to
make SDGs happen by identifying and executing sustainable
strategies as key drivers of their visions and business models.
Building on the emerging concept of Integrated Thinking (IT), this
book explores how modern organizations can leverage a long-term
integrated strategy to reconcile financial stability with social
and environmental sustainability and create enduring value for all
stakeholders. By focusing on the value-creating role of business
organizations in delivering on the promise of sustainable and
inclusive development, the book enriches the debate on Integrated
Thinking and Integrated Reporting (IR), with particular emphasis on
the value creation process. This book offers an opportunity to
discuss the way in which business organisations can rethink their
management processes, accounting tools and reporting solutions, as
they strive for both competitiveness and growth while contributing
to the achievement of the SDGs, and long-term value creation more
broadly. Based on the analysis of different case studies, the book
explores how organizations are approaching these challenges and how
they are connecting SDGs, to business models and strategies.
Analysing the impact of SDGs on materiality, connectivity, and
stakeholder engagement, this book provides an insight into how
Integrated Thinking, Management and Reporting is currently
practiced and in which way these managerial innovations can
contribute to SDGs.
The recent trends in the modern competitive arena (globalization,
Information Technology centred economies and budget constraints
forced by the financial crisis) make the evaluation of IT
investments' concrete effects a more urgent issue than ever. As
organizations continue to invest significant amounts of capital
into IT, research studies report contradictory findings on the
relationship between IT investments and organizational productivity
and performance. It is therefore not surprising to see that the IT
productivity paradox is receiving increasing attention from
researchers and practitioners in the new information-based economy.
This work explains why IT does matter and why it is an essential
ingredient in long-term business success and not merely a commodity
that adds little to the firm's ability to thrive. Through different
steps and different paths that link IT decisions, IT changes,
capabilities and process performance we demonstrate that IT drives
growth and, finally, it can have a measurable impact on financial
performance.
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