Business Strategy for Environmental Sustainability
Nicholas School of the Environment and Earth Sciences
Duke Environmental Leadership Program
ENV 473, Business Strategy for Sustainability
Course Syllabus
Course Instructor: Teaching Assistant:
Deborah Rigling Gallagher Kevin Fritze Deb.Gallagher@duke.edu Kevin.fritze@duke.edu
Phone: 919-613-8138
Course Description
Businesses are increasingly applying strategic management tools to incorporate considerations of sustainability into decision-making and operations. While some businesses incorporate sustainable practices because of an ethical conviction to do well for society and the environment, most are motivated to address pressures from stakeholders such as regulators, shareholders, customers and neighbors and to exploit knowledge and experience for long term competitive advantage.
This course will examine how businesses develop and implement strategies to promote sustainability. Students will examine roles and responsibilities of sustainable strategic managers and learn how to apply the tools of strategic business management to problems of sustainability. Students will consider how managers apply leadership practices to promote sustainable practices in their organizations. Business case study analysis will be a critical component of this course, as will team work.
Course Materials:
1. E-Reserve readings and cases on Blackboard
2. Stead, W. Edward, Jean Garner Stead. 2009. Management for a Small Planet. Armonk, New York: W.E. Sharpe.
Course Requirements:
Each module will focus on a combination of on-line lecture, in which strategic management tools will be highlighted, case study analysis and on-line group discussion in which students will explore business use of strategic management tools to promote sustainability:
• Student teams will each manage one module discussion board. Teams will be responsible for posting a series of questions to incite a lively discussion about the case and moderating the discussion. Questions should address challenges posed by the case and incorporate specific constructs covered during the module [dates as assigned]. Students should participate in the discussion by following the discussion board guidelines posted on the course blackboard site.
• During each module students will prepare a 3-page decision memo summarizing case study findings and recommending a business strategy to address sustainability issues [Memos will be due at 8pm EST before class begins on the second Tuesday of each module: January 17, January 31, February 14, March 20, April 3]. There will be no memo due during module 5 because the team report is due during that module.
• Students will be assigned to a team (3-4 students/team) to focus on one of the following economic sectors: government, consulting, food and agriculture, non-profit, real estate development, manufacturing, education, energy, finance or travel and tourism. Each team will produce a 5-page memo describing the state of their organization’s sustainability focus and the challenges it faces in implementing sustainable practices. [The team report is due on February 28].
• At the culmination of the course student teams will present recommendations on how particular strategic management tools may be applied by their business to promote sustainability. [April 13 and April 20]. Pecha Kucha presentation techniques will be employed.
Summary of graded work:
Individual case study summaries 5 @ 10 % each [due at 8pm EST on Tuesday: January 17, January 31, February 14, March 21, April 4]
Team report 10% [March 5]
Final team Pecha Kucha presentation 15% [April 10 and 17]
Case Discussion Leadership 10% [dates as assigned]
Discussion Board Participation 15% [Every Module]
A Note on Late Assignments: Flexibility is important. If you have a good reason for not being able to turn in an assignment on time, it will be considered, if you speak to me beforehand. Otherwise, your grade will be adjusted downward a grade for each day late.
Course Outline
Module 1: Introduction to Course, Formation of Sector Teams
[December 10-11: Washington, DC]
Winter Break: December 14-January 11
Module 2: Applying Business Strategy to Advance Sustainability [January 12-21]
What is Strategy?, Making Sustainable Strategic Decisions
Module 3: Strategic Sustainability Tools: Environmental Management Systems [January 22-February 4]
Week 1: Environmental Management Systems, Sustainability Management Systems
Week 2: Intro to Pecha Kucha
Module 4: Strategic Sustainability Tools: Collaboration and Partnerships
[February 5-18]
Week 1: Collaboration and Partnership
Week 2: Scenario Analysis
Module 5: Stakeholder Analysis [February 19-March 2]
Week 1: Stakeholder Analysis
Week 2: Stakeholders and Enterprise Strategy
Spring Break: March 3-11
Module 6: Strategic Sustainability Tools: Strategic Advantage Analysis [March 12-24]
Week 1: Competencies and Drivers; Scanning and External Analysis; Resource Based View; Functional vs. Corporate Level Strategies
Week 2: Industry Competitive Environment, Global Multinational Environment
Module 7: Leadership for Sustainability [March 25-April 7]
Week 1: Sustainability Leadership
Week 2: Roles and Ethics
Module 8: Team Presentations and Course Wrap Up [April 8-25]
Week 1: Presentations
Week 2: Presentations
Detailed Course Schedule
Module 1: Introduction to Course and Formation of Sector Teams
[December 10-11, Washington, DC]
We will discuss how the course will be organized and learn how to learn using case study analysis. We will watch the movie “A Decent Factory” and discuss the triple bottom line of sustainability. Please be prepared to discuss your background, what you hope to get out of this course and what business sector you are interested in focusing on. Potential sectors: government, consulting, food and agriculture, non-profit, real estate development, manufacturing, education, energy, finance or travel and tourism.
Sector teams will be announced after the film. Finally, we will learn how to analyze business cases and discuss our first case, “Kimpton Hotels: Balancing Strategy and Environmental Sustainability”, first in teams and then as a class.
Reading:
• Stead & Stead. 2009. “Management Meets a Small Planet”, “Management Happens on Earth: The Biophysical Dimension of Sustainability”, “Economics as if the Planet Mattered: the Economic Dimension of Sustainability” and “Searching for Equity: The Social Dimension of Sustainability”, Chapters 1-4, pages 1-82 in Sustainable Strategic Management.
Case: Kimpton Hotels: Balancing Strategy and Environmental Sustainability
************** Winter Break: December 14-January 11 *********************
Module 2: Applying Business Strategy to Advance Sustainability [January 12-21]
Readings:
• DeKluyver, Cornelius A. and John A. Pearce II. 2003. “What is Strategy”. Chapter 1 in Strategy: A View From the Top, An Executive Perspective
Case: Just Us! Coffee Roasters
Module 3: Environmental Management Systems
[January 22-February 4]
Readings:
• Tinsley, Stephen and Ilona Pillai, 2006. “The Theory of Environmental Management Systems” and “Implementing an Environmental Management Systems”, Chapters 1 and 2, pages 1-76 in Environmental Management Systems: Understanding Organizational Drivers and Barriers. London: Earthscan
Case: Benziger Family Winery
Module 4: Strategic Sustainability Tools: Collaboration and Partnerships
[February 5-18]
• Readings: Rondinelli, Dennis A. and Ted London. 2003. “How corporations and environmental groups cooperate: Assessing cross sector alliances and collaborations. Academy of Management Executive, 17(1): 61-77.
• GEMI and Environmental Defense Fund, 2008. “Guide to Successful Corporate-NGO Partnerships”, pages 1-36.
Case: Starbucks and Conservation International
Module 5: Stakeholder Analysis [February 19-March2}
Readings:
• Gallagher, Deborah Rigling. 2004. “Environmental Management Systems and Sustainability: A Framework for Understanding Stakeholder Influence”, Chapter 11 in Stakeholders, the Environment and Society, edited by Sanjay Sharma and Mark Starik. Northampton, MA: Edward Elgar.
• Wood, Donna, Logsdon, Jeanne, Llewellyn, Patsy and Kim Davenport. 2006. “The Principles of Accountability and Processes of Stakeholder Engagement”, Chapter 5, pages 83- 101 in Global Business Citizenship: A Framework for Ethics and Sustainable Capitalism. Armonk, NY: M.E.Sharpe
Case: Cape Wind
******************************Spring Break: March 3-11*********************
Module 6: Strategic Advantage Analysis [March 12-24]
Readings:
• Stead & Stead. 2009. “Creating Sustainable Stakeholder Value’ and “Sustainable Strategic Management”, Chapters 7 and 8, pages 130-182 in Management for a Small Planet.
• Hart, Stuart L. and Mark Milstein. 2003. “Creating Sustainable Value”. Academy of Management Executive, 17(2): 56-69
Case: Wal-Mart’s Sustainability Strategy
Module 7: Leadership for Sustainability [March 25-April 7]
Readings:
• Stead and Stead. 2009. “Leading the Way to Sustainable Organizational Management”. Chapter 6, pages 107-129 in Management for a Small Planet.
• Gallagher, Deborah Rigling, forthcoming, 2012. The United Nations Global Compact: Forum for Environmental Leadership, in The UN Millennium Development Goals, The Global Compact and the Common Good, edited by Oliver Williams, South Bend: Notre Dame University Press.
• Senge, Peter. 2008. “Getting People Engaged”, Chapter 10, pages 140-156 in The Necessary Revolution: How Individuals and Organizations are Working Together to Create a Sustainable World, New York: Doubleday
Case: Tata: Leadership with Trust
Module 8: Team Presentations and Course Wrap Up [April 8-25]
Nicholas School Honor Code and the Duke Community Standard
All activities of Nicholas School students, including those in this course, are governed by the Duke Community Standard, which states:
“Duke University is a community dedicated to scholarship, leadership, and service and to the principles of honesty, fairness, respect, and accountability. Citizens of this community commit to reflect upon and uphold these principles in all academic and nonacademic endeavors, and to protect and promote a culture of integrity. To uphold the Duke Community Standard:
• I will not lie, cheat, or steal in my academic endeavors;
• I will conduct myself honorably in all my endeavors; and
• I will act if the Standard is compromised.”
Please add the following affirmation to the end of all assignments and sign your name beside it: “I have adhered to the Duke Community Standard in completing this assignment.” Assignments will not be accepted without this assertion.
Detailed Course Schedule and Assignment Matrix
|Date |Module |Readings |
|December 10-11, 2011, Washington DC |Module 1: Introduction to Course |Stead & Stead. 2009. “Management Meets a Small |
| | |Planet”, “Management Happens on Earth: The Biophysical|
|Case: Kimpton Hotels: Balancing |Movie: A Decent Factory |Dimension of Sustainability”, “Economics as if the |
|Strategy and Environmental | |Planet Mattered: the Economic Dimension of |
|Sustainability |Team Building Exercise: Critiquing the|Sustainability” and “Searching for Equity: The Social |
| |Kimpton Case |Dimension of Sustainability”, Chapters 1-4, pages 1-82|
| | |in Sustainable Strategic Management. |
| |Asynchronous lectures: | |
| |Business Case Analysis | |
| |Strategic Vision, Mission and Goals | |
|Winter Break | |December 14 – January 11. |
|January 12-21 |Module 2: Applying Business Strategy |DeKluyver, Cornelius A and John A. Pearce II. 2003. |
| |to Advance Sustainability |“What is Strategy”. Chapter 1 in Strategy: A View From|
|Case: Just Us! Coffee Roasters | |the Top, An Executive Perspective |
| |Asynchronous Lectures: | |
|Case Memo Due: January 17 |What is Strategy? | |
| |Sustainable Strategic Decisions | |
|January 22-February 4 |Module 3: Strategic Sustainability |Rondinelli, Dennis A and Ted London. 2003. “How |
| |Tools: Collaboration and Partnerships, |corporations and environmental groups cooperate: |
|Case: Starbucks and Conservation |Scenario Analysis |Assessing cross sector alliances and collaborations. |
|International |Asynchronous Lectures: |Academy of Management Executive, 17(1): 61-77. |
| | | |
|Case Memo Due: January 31 |Partnerships for Sustainability |GEMI and Environmental Defense Fund, 2008. “Guide to |
| |Scenario Analysis |Successful Corporate-NGO Partnerships”, pages 1-36. |
|February 5-18 |Module 4: Strategic Sustainability |Tinsley, Stephen and Ilona Pillai, 2006. “The Theory |
| |Tools: Environmental Management |of Environmental Management Systems” and |
|Case: Benziger Family Winery |Systems, Introduction to Pecha Kucha |“Implementing an Environmental Management Systems”, |
| |Asynchronous Lectures: |Chapters 1 and 2, pages 1-76 in Environmental |
|Case Memo Due: February 14 |Environmental Management Systems |Management Systems: Understanding Organizational |
| | |Drivers and Barriers. London: Earthscan |
| |Sustainability Management Systems | |
| | | |
|February 19-March 2 |Module 5: Strategic Sustainability | Gallagher, Deborah Rigling. 2004. “Environmental |
| |Tools: Stakeholder Analysis, Enterprise|Management Systems and Sustainability: A Framework |
|Case: Cape Wind |Strategy |for Understanding Stakeholder Influence”, Chapter 11 |
| | |in Stakeholders, the Environment and Society, edited |
| |Asynchronous Lectures: |by Sanjay Sharma and Mark Starik. Northampton, MA: |
|Group Report Due: February 28 |Stakeholder Analysis |Edward Elgar. |
|(No memo due) |Stakeholders and Enterprise Strategy | |
| | |Wood, Donna, Logsdon, Jeanne, Llewellyn, Patsy and |
| | |Kim Davenport. 2006. “The Principles of |
| | |Accountability and Processes of Stakeholder |
| | |Engagement”, Chapter 5, pages 83- 101 in Global |
| | |Business Citizenship: A Framework for Ethics and |
| | |Sustainable Capitalism. Armonk, NY: M.E.Sharpe |
| | | |
| | | |
|Spring Break |March 3-11 | |
|March 12-24 |Module 6: Strategic Sustainability |Stead & Stead. 2009. “Creating Sustainable |
| |Tools: Strategic Advantage Analysis |Stakeholder Value’ and “Sustainable Strategic |
|Case: Walmart’s Sustainability | |Management”, Chapters 7 and 8, pages 130-182 in |
|Strategy |Asynchronous Lectures: |Management for a Small Planet. |
| |Functional vs. Corporate Level | |
|Case Memo Due: March 20 |Strategies |Hart, Stuart L and Mark Milstein. 2003. “Creating |
| |Resource Based View |Sustainable Value”. Academy of Management Executive, |
| |Global Multinational Environment |17(2): 56-69 |
| |Competencies and Drivers | |
| |Scanning and External Analysis | |
| |Industry Competitive Environment | |
|March 25-April 7 |Module 7: Leadership for Sustainability|Stead and Stead. 2009. “Leading the Way to |
| | |Sustainable Organizational Management”. Chapter 6, |
|Case: Tata: Leadership With Trust |Asynchronous Lectures: |pages 107-129 in Management for a Small Planet. |
| |Sustainability Leadership | |
| |Roles and Ethics |Gallagher, Deborah Rigling, forthcoming, 2012. The |
|Case Memo Due: | |United Nations Global Compact: Forum for |
|April 3 | |Environmental Leadership, in The UN Millennium |
| | |Development Goals, The Global Compact and the Common |
| | |Good, edited by Oliver Williams, South Bend: Notre |
| | |Dame University Press. |
| | | |
| | |Senge, Peter. 2008. “Getting People Engaged”, Chapter|
| | |10, pages 140-156 in The Necessary Revolution: How |
| | |Individuals and Organizations are Working Together to|
| | |Create a Sustainable World, New York: Doubleday |
| April 8-25 |Module 8: Team Pecha Kucha | |
| |Presentations and Course Wrap Up | |
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