The 10th Annual Corporate Knights Global 100
Corporate Knights, January 22, 2014
The hallmark of a sustainable enterprise is not just efficiency, but also includes mechanisms to promote meritocracy, diversity, innovation and long-term planning, as well as disclosure of the metrics used.  Click here to see the 2014 List

Sustainability Goals — Thinking About What Works and What Doesn’t
MIT Sloan Management Review, May 13, 2013
New research shows which sustainability practices have a statistically significant impact on the overall success of the sustainable value-chain initiatives measured, their cost savings, and their revenue impact.

A Brief History of Natural Capital
Corporate Knights, April 17, 2013
The System of National Accounts and its bellwether indicator, gross domestic product (GDP), have together proved an antiquated compass for steering our economies..., as the compass does not tell us whether our resources are scarce or sustainable, whether the quality of life has improved along with GDP growth or not.

How End-to-End Sustainable Systems Drive Business Value
Accenture, February 2013
Plenty of companies have taken significant steps toward becoming more sustainable, but none has turned incremental progress into truly transformational change.

Six Growing Trends in Corporate Sustainability
Ernst & Young/GreenBiz Group, 2011
Sustainability efforts appear to be well integrated within a growing number of large and mid-sized companies, but in many cases internal systems do not allow effective measurement, tracking, and optimization of impacts, nor understanding or management of the risks of inaction.

The Impact of a Corporate Culture of Sustainability on Corporate Behavior and Performance, Robert G. Eccles, Ioannis Ioannou, George Serafeim
Working Paper, Harvard Business School, November 2011
Abstract: We investigate the effect of a corporate culture of sustainability on multiple facets of corporate behavior and performance outcomes. Using a matched sample of 180 companies, we find that corporations that voluntarily adopted environmental and social policies many years ago – termed as High Sustainability companies – exhibit fundamentally different characteristics from a matched sample of firms that adopted almost none of these policies – termed as Low Sustainability companies. In particular, we find that the boards of directors of these companies are more likely to be responsible for sustainability and top executive incentives are more likely to be a function of sustainability metrics. Moreover, they are more likely to have organized procedures for stakeholder engagement, to be more long-term oriented, and to exhibit more measurement and disclosure of nonfinancial information. Finally, we provide evidence that High Sustainability companies significantly outperform their counterparts over the long-term, both in terms of stock market and accounting performance. The outperformance is stronger in sectors where the customers are individual consumers instead of companies, companies compete on the basis of brands and reputations, and products significantly depend upon extracting large amounts of natural resources.

Theses on Sustainability, A Primer
Orion Magazine, May/June, 2010

Europe leads the world on sustainability, but could do better
Europe's World, Spring 2009
Long-term economic, social and environmental indicators give a better picture of a country’s progress than do traditional methods.

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