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      The UN’s Sustainable Development Goals: Can multinational enterprises lead the Decade of Action?

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          Abstract

          The Sustainable Development Goals (SDGs) were adopted in 2015 by all UN member states and have been embraced by many multinational enterprises (MNEs) and international NGOs. They created a ‘hybrid governance’ platform in which companies, governments, NGOs, and knowledge institutes can work on achieving common goals through targeted action and serve as the leading global sustainable development framework until 2030. By the year 2020, however, progress towards the goals proved slow, prompting the UN to announce a ‘Decade of Action’. The slow or limited adoption and implementation of the SDG Agenda by MNEs – in close interaction with government policies – is one of the root causes for delayed progress. The question is no longer ‘why’ MNEs should develop sustainability strategies, but rather ‘how’. A number of related questions arise. What have been the roles of MNEs in progress towards the SDGs, what is needed from them in the future, and what can be the role of international business (IB) scholarship in shaping discussion and action? This Special Issue tackles these questions from four angles: (1) identifying and helping to fill theoretical gaps in IB research on the SDGs; (2) asking which SDGs and targets provide promising venues for societally relevant IB research topics; (3) assessing and helping to fill empirical gaps by using, complementing, and upgrading relevant SDG indicators; and (4) showing how IB research and policy practice can become better aligned.

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          Policy: Map the interactions between Sustainable Development Goals.

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            Strategy and society: the link between competitive advantage and corporate social responsibility.

            Governments, activists, and the media have become adept at holding companies to account for the social consequences of their actions. In response, corporate social responsibility has emerged as an inescapable priority for business leaders in every country. Frequently, though, CSR efforts are counterproductive, for two reasons. First, they pit business against society, when in reality the two are interdependent. Second, they pressure companies to think of corporate social responsibility in generic ways instead of in the way most appropriate to their individual strategies. The fact is, the prevailing approaches to CSR are so disconnected from strategy as to obscure many great opportunities for companies to benefit society. What a terrible waste. If corporations were to analyze their opportunities for social responsibility using the same frameworks that guide their core business choices, they would discover, as Whole Foods Market, Toyota, and Volvo have done, that CSR can be much more than a cost, a constraint, or a charitable deed--it can be a potent source of innovation and competitive advantage. In this article, Michael Porter and Mark Kramer propose a fundamentally new way to look at the relationship between business and society that does not treat corporate growth and social welfare as a zero-sum game. They introduce a framework that individual companies can use to identify the social consequences of their actions; to discover opportunities to benefit society and themselves by strengthening the competitive context in which they operate; to determine which CSR initiatives they should address; and to find the most effective ways of doing so. Perceiving social responsibility as an opportunity rather than as damage control or a PR campaign requires dramatically different thinking--a mind-set, the authors warn, that will become increasingly important to competitive success.
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              Understanding and Tackling Societal Grand Challenges through Management Research

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                Author and article information

                Contributors
                rtulder@rsm.nl
                Journal
                J Int Bus Policy
                Journal of International Business Policy
                Palgrave Macmillan UK (London )
                2522-0691
                2522-0705
                16 February 2021
                : 1-21
                Affiliations
                [1 ]GRID grid.6906.9, ISNI 0000000092621349, Rotterdam School of Management, , Erasmus University, ; Postbus 1738, 3000 DR Rotterdam, The Netherlands
                [2 ]GRID grid.7632.0, ISNI 0000 0001 2238 5157, UnB Universidade de Brasília, ; Brasilia, Brazil
                [3 ]GRID grid.465514.7, ISNI 0000 0004 0485 7108, International Institute for Sustainable Development, ; Winnipeg, Canada
                [4 ]GRID grid.29857.31, ISNI 0000 0001 2097 4281, Pennsylvania State University, ; State College, USA
                Article
                95
                10.1057/s42214-020-00095-1
                7884867
                2c42da1c-a8ee-4958-8189-6e00502b432a
                © Academy of International Business 2021

                This article is made available via the PMC Open Access Subset for unrestricted research re-use and secondary analysis in any form or by any means with acknowledgement of the original source. These permissions are granted for the duration of the World Health Organization (WHO) declaration of COVID-19 as a global pandemic.

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                Categories
                Editorial

                sdgs,decade of action,governance gaps,new metrics,business model innovation

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