Insights into triple bottom line integration from a learning organization perspective

By Dima Jamali. Business Process Management Journal, 2006

339 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/c8811d8bd92cf4a0246aabf0822d0caf36f07982

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In Organizational Behavior and Human Resource Management

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Citations in the corpus

Corporate Governance and Corporate Social Responsibility Synergies and Interrelationships (2008, background): “…Authors Journal compilation © 2008 Blackwell Publishing Ltd doi:10.1111/j.1467-8683.2008.00702.x no longer expected to be mere contributors to the global economy, but rather to reconcile and skillfully balance multiple bottom lines and manage the interests of multiple stakeholders (Jamali, 2006).”
Development of a Risk Framework for Industry 4.0 in the Context of Sustainability for Established Manufacturers (2019, background): “From an ecological point of view, companies act sustainably if they exclusively use resources that can be reproduced and if they only produce emissions that can be managed by the natural ecosystem [28,29].”
Reflexivity in Sustainability Accounting and Management: Transcending the Economic Focus of Corporate Sustainability (2014, background): “As shown by Jamali (2006), the participation of all relevant stakeholders in processes of organizational policy making within the scope of a ‘‘learning organization’’ is conducive to organizational sustainability.”
Success factors for environmentally sustainable product innovation: a systematic literature review (2014, background): “The importance of involving management in the development of environmentally sustainable product innovation is also highlighted by Jamali (2006) and Rehfeld et al. (2007), while González-Benito and González-Benito (2008) and Zailani et al. (2012) emphasize the role of market orientation in a firm’s…”
Entrepreneurial leadership, performance, and sustainability of micro-enterprises in Malaysia (2018, background): “Within this particular context, Jamali [46] stressed that pressure for accountability, along with the significant expense of producing the desired data, has the ability to generate powerful pressures towards the integration of the financial, social, and environmental performance of an organization.”
Strategic partnerships, social capital and innovation: accounting for social alliance innovation (2011, neutral): “Dimension examined Authors Description 1 Motivations for partnerships Based on Lantos (2001), Porter & Kramer (2003), Jamali (2007) Motivations for partnership: altruistic vs.”
Convergence Versus Divergence of CSR in Developing Countries: An Embedded Multi-Layered Institutional Lens (2011, background): “Corporate social responsibility (CSR) has witnessed an astounding ascendancy and global resonance in recent years (Jamali, 2006).”