Embedding corporate responsibility and sustainability: Marks and Spencer
| dc.contributor.author | Grayson, David | - |
| dc.date.accessioned | 2011-12-21T23:01:12Z | |
| dc.date.available | 2011-12-21T23:01:12Z | |
| dc.date.issued | 2011-12-01T00:00:00Z | - |
| dc.description.abstract | Purpose – The British retailer Marks & Spencer aspires to be the world's most sustainable major global retailer by 2015. This paper seeks to examine how the company is embedding sustainability. Design/methodology/approach – The paper is written as part of an ongoing investigation into how businesses do this. It is based on direct dialogue with corporate sustainability specialists inside and outside the company; participation in company stakeholders' briefings held regularly since the launch of Marks & Spencer's Plan A for sustainability in January 2007; and analysis by the company's own corporate sustainability specialists about how they are embedding. Findings – This case demonstrates that, in order to speed their journey, Marks & Spencer have aligned sustainability with core strategy. Top leadership is driving the strategy, which is overseen by the board. M&S have made a very public commitment: Plan A with measurable targets, timescales and accountabilities. The strategy is being integrated into every business function and strategic business unit; and involves suppliers, employees and increasingly customers. To enable implementation, the company is developing its knowledge-management and training; engaging with wider stakeholders including investors; building partnerships and collaborations; and has evolved its specialist sustainability team into an internal change-management consultancy and coach/catalyst for continuous improvement. Originality/value – The value of the case study is that it provides an analysis of how one company, which has been active in progressing corporate sustainability, has evolved its approach in recen | en_UK |
| dc.identifier.citation | David Grayson, Embedding corporate responsibility and sustainability: Marks and Spencer, Journal of Management Development, Volume 30, Issue 10, Pages.1017-1026 | |
| dc.identifier.issn | 0262-1711 | - |
| dc.identifier.uri | http://dx.doi.org/10.1108/02621711111182510 | - |
| dc.identifier.uri | http://dspace.lib.cranfield.ac.uk/handle/1826/6824 | |
| dc.language.iso | en_UK | - |
| dc.publisher | Emerald Group Publishing Limited | en_UK |
| dc.title | Embedding corporate responsibility and sustainability: Marks and Spencer | en_UK |
| dc.type | Article | - |