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This chapter reviews empirical studies into the relationship between management control, strategy and sustainability.

The review explores the theoretical frameworks and models used in previous empirical research as well as the research questions and methods applied to empirically explore this emerging research area.

Even if a growing body of empirical research has emerged over the last decade, our knowledge of how companies design or use management control to support sustainability strategy appears to be limited, providing considerable scope for further research.

This review structures the state of our empirical knowledge in the area of management control, strategy and sustainability and makes suggestions for future research paths.

Purpose – The purpose of this paper is to develop a framework which sheds new light on how sustainability control systems (SCS) can be used in proactive strategic responses to corporate sustainability pressures.

Design/Methodology/Approach – Corporate sustainability pressures are identified using insights from institutional theory and the resource-based view of the firm.

Findings – The paper presents an integrated framework showing the corporate sustainability pressures, proactive strategic responses to these pressures, and how organizations might use SCS in their responses to the corporate sustainability pressures they face.

Practical Implications – The proposed framework shows how organizations can use SCS in proactive strategic responses to corporate sustainability pressures.

Originality/Value – The paper suggests that instead of using traditional financial-oriented management control systems, organizations need more focus on emerging SCS as a means of achieving sustainability objectives. In particular, the paper proposes different SCS tools that can be used in proactive strategic responses to sustainability pressures in terms of (i) specifying and communicating sustainability objectives, (ii) monitoring sustainability performance, and (iii) providing motivation by linking sustainability rewards to performance.

Changes in the physical environments of health care settings have become increasingly common to meet the evolving needs of the health care marketplace, new technologies, and infrastructure demands. Physical environment change takes many forms including new build construction, renovation of existing space, and relocation of units with little to no construction customization. The interrelated nature of the complex socio-technical health care system suggests that even small environmental modifications can result in system-level changes. Environmental modifications can lead to unintended consequences and introduce the potential for latent safety threats. Engaging users throughout the change lifecycle allows for iterative design and testing of system modifications. This chapter introduces a flexible process model, PROcess for the Design of User-Centered Environments (PRODUCE), designed to guide system change. The model was developed and refined across a series of real-world renovations and relocations in a large multihospital health care system. Utilizing the principles of user-centered design, human factors, and in-situ simulation, the model engages users in the planning, testing, and implementation of physical environment change. Case studies presented here offer exemplars of how to modify the model to support individual project objectives and outcomes to assess at each stage of the project.

Today, the presence of unwanted activities threatening the safety of the field, which has negative effects on daily life and social psychology, is increasing day by day. There is no doubt that it is inevitable to avoid these threats, but it is possible to take some measures to reduce the destructive power of these threats. Nowadays, increasing terrorist attacks increase the importance of field safety design in urban areas. There is a loss of life in attacks around the world. The subject of this study is to investigate the design criteria related to the built environment and the measures to be taken in the case of bomb attacks in the built environment. In this study, a checklist will designed to measure the security design process around the building. The checklist titles are taken mainly from the “Safety design and Landscape Architecture” series of the Landscape Architecture Technical Information Series/LATIS publications by the American Society of Landscape Architects (ASLA) and the Risk Management Series of the Federal Emergency Management Agency/FEMA (FEMA, 2003, 2007; LATIS, 2016) and others. The checklist created as a result of literature review will be tested in Istanbul Sultanahmet Square. As a result of the study, it was determined that improvements should be made in the areas of vehicular and pedestrian access, parking lots, lighting and trash receptacle designs around Sultanahmet Square.

The extant literature provides much-needed support to understand marketing accountability and how marketing actions are related to financial performance (FP). However, we have limited understanding of the relationships between marketing actions and firms' social performance (SP) and environmental performance (EP). Understanding these links is critical to enhancing sustainable FP, SP, and EP. Moreover, the literature provides limited understanding of the measures by which SP and EP may be operationalized, or the data necessary to reach a conclusion. This study bridges these gaps by extensively reviewing the extant literature to offer a set of measures and data sources to operationalize SP and EP, and empirically show their relationships with marketing actions. We find that greenhouse gas (GHG) emission, environmental disclosure score, waste reduction, energy consumption, and recycling are prominent measures of EP, and that social disclosure score, philanthropy or community spending, and diversity of gender and race are prominent measures of SP. The KLD, ASSET4, and Bloomberg are prominent sources of data that can be used to operationalize SP, to which CDP may be added for EP. We also show that marketing actions positively affect EP and SP. This study contributes to the extant literature on SP and EP by identifying measures and data sources and linking marketing actions to both performance types. It contributes to policy development by identifying the importance of EP and SP and how marketing actions can help achieve such performance.

The sustainable development goals (SDGs) were introduced by the United Nations in 2016 to replace the millennium development goals (MDGs). This chapter examines the impact of integrating these goals within a design challenge, as part of a level 3 undergraduate degree module. Design Values, Issues and Ethics is an expansive module, aiming to broaden the students’ discipline focus and allow them to expand their learning within a new landscape. This module promotes the utilization of nature-based intelligences to establish solutions to a community’s basic need to survive and thrive. The SDGs were integrated through embedding them as part of a future-building scenario, supported by a series of exercises and seminars. Students were then asked to reflect on how the SDGs had impacted their design process, and to consider ethical and value dimensions. These reflections were used to analyze the effectiveness of the SDGs as key principles for an ethical design intention. Integrating the SDGs within the design curriculum has served to promote a connectivity of systems that were largely separated prior to this pilot.

In 2010, as a response to global mega trends, the Best Western International central office requested all of its offices worldwide to implement environmental programs. The Mexico, Central America, and Ecuador offices consulted with Universidad del Caribe about the best way to fulfill this request and as a result a collaborative project began. A few months later, a Best Environmental Practices Manual (according to the Best Western operational practices and international environmental standards) was developed, together with the Best Green (BG) award and the implementation and external evaluation process. The corporate office evaluated the award and selected it together with the eight recognized international ecolabels, including it as part of its operation. They also promoted and sold awarded hotels as green products. After more than three years of working with the program in the regopm, 49 hotels have obtained the award and 13 have revalidated this certification. Unfortunately, for many external reasons, the program was suspended in 2014. However, this experience offers many valuable lessons in the collaboration among sectors and helps close the gap between theory and praxis and to make more effective collaboration process to increase tourism competitiveness.