How to Manage Conflicts in the Process of ESG Integration? A Case of a Japanese Firm

Alaa Aldowaish, Jiro Kokuryo, Othman Almazyad, Hoe Chin Goi

研究成果: Article査読

抄録

The adoption of environmental, social, and governance (ESG) principles has pressured firms to change their internal operations, creating conflicts regarding meeting sustainability standards. This study uses paradox theory lens to examine conflicts in ESG integration in a business model and explore resolution strategies. We used the case study of a top ESG leader in the information and technology sector—the Ricoh Group. We identified conflicts for environmental, social, and governance factors and found they adopted a synthesis strategy for conflict resolution for all ESG issues. ESG conflicts were resolved by emphasizing that ESG practices are a global requirement with ESG department support and management power. Environmental conflicts were resolved through shifting from cost-of-capital-centric to market-competitiveness-centric. Additionally, social conflicts were resolved through feedback on market needs. We state that using the ESG framework as a promise for future finance, where its adoption of ESG practices may positively impact future financial performance and might support the integration process. We stress the importance of constant feedback with all divisions about ESG regulations and their status and progress toward achieving ESG goals. We further highlight conflict-resolution strategies adopted to support the integration of the ESG framework into the business model.

本文言語English
論文番号3391
ジャーナルSustainability (Switzerland)
16
8
DOI
出版ステータスPublished - 2024 4月

ASJC Scopus subject areas

  • コンピュータ サイエンス(その他)
  • 地理、計画および開発
  • 再生可能エネルギー、持続可能性、環境
  • 環境科学(その他)
  • エネルギー工学および電力技術
  • ハードウェアとアーキテクチャ
  • コンピュータ ネットワークおよび通信
  • 管理、モニタリング、政策と法律

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