The Sustainability Balanced Scorecard – linking sustainability management to business strategy

By Frank Figge, Tobias Hahn, Stefan Schaltegger, Marcus Wagner. 2002

1,272 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/f4e604a7c9a0b1d91aa8ba50530c6025d326b72e

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

Citations in the corpus

Managing sustainability with the support of business intelligence: Integrating socio-environmental indicators and organisational context (2009, background): “Such a solution, which is called an ‘‘additive SBSC” (Figge et al., 2002), would elevate sustainability’s status in the company and would probably be found in companies with a high degree of exposure to sustainability issues.”
Industrial ecology, life cycles, supply chains: differences and interrelations (2004, background): “Here, a link to performance management literature and its recent developments in the environmental management debate form another supporting pillar (Wagner et al., 2001; Figge et al., 2002).”
A Cognitive Perspective on the Business Case for Corporate Sustainability (2015, unknown): “…maps as a data analysis tool has been demonstrated by a number of authors over the past years (Eden et al., 1992; Ojastu et al., 2011; González et al., 2012), and is also increasingly used in sustainability related studies (Figge et al., 2002; Mendoza and Prabhu, 2006; Parisi and Hockerts, 2011).”
Sustainable entrepreneurship orientation (2018, unknown): “The formalized aspect of the sustainable enterprise can be concretised by the implementation of certain types of control systems and reporting procedures, as well as the formal style of tracking the progress of the entity’s sustainable practices [75].”
Corporate Social Responsibility and Credit Ratings (2013, methodology): “Consistent with this view, Figge et al. (2002) suggest that CSR concerns may reflect a firm’s mere compliance with industry standards or minimum social performance levels, and thus are less likely to lead to any competitive advantage.”
Strategic perspectives of corporate sustainability management to develop a sustainable organization (2017, background): “, 2006), or use specific management instruments to address environmental or social issues (such as LCA or social LCA, sustainability balanced scorecards (Figge et al., 2002), or environmental cost accounting (Atkinson, 2000)).”
Principles for sustainability rating of investment funds (2005, methodology): “This approach is evident in the balanced scorecard model by Kaplan and Norton (1996, p. 148), which was developed further to apply to corporate sustainability (Johnson, 1998; Figge et al., 2001 ).”
Towards a holistic sustainability index for measuring sustainability of manufacturing companies (2015, background): “While singling out manufacturing management as a standalone pillar to highlight its importance; whereas traditionally social and environmental are highlighted as the major pillars (Figge et al. 2002).”