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    Please use this identifier to cite or link to this item: http://nccur.lib.nccu.edu.tw/handle/140.119/63676

    Title: 永續發展策略之探討-以拜耳為例
    A Study on Strategy of Sustainable Development - A Case on Bayer
    Authors: 葉雅婷
    Yeh, Ya Ting
    Contributors: 林宛瑩
    Lin, Wan Ying
    Yeh, Ya Ting
    Keywords: 永續策略
    Sustainability Strategy
    Sustainable Development
    Business Strategy
    Strategy Map
    Date: 2013
    Issue Date: 2014-02-10 14:50:46 (UTC+8)
    Abstract: 全球永續發展驅策力對企業的影響在永續發展有關議題中,持續受到市場的關注,許多標竿企業已將永續發展議題整合至企業的發展策略中,藉此回應永續發展驅策力所帶來的風險,以積極掌握永續發展議題所帶來的商業機會,進而提升企業價值並為股東創造更高的報酬。企業在面對永續發展驅策力的影響下,如何發展永續策略以因應風險並掌握機會,係不容忽視的重要管理議題。
    本研究參採Baumgartner and Ebner(2010)所提出之永續策略發展成熟度分析架構,嘗試將平衡計分卡及策略地圖之策略管理概念,應用於分析永續策略。本研究透過對個案企業之永續策略定位與管理、利害關係人參與流程及對企業經營策略具關鍵影響力的永續策略議題的分析,探討企業經營策略與永續策略之關聯,並進一步歸納發展企業導入永續策略的架構與步驟。本研究以拜耳作為個案分析對象,獲得以下主要發現:
    Businesses nowadays pay more and more attention to sustainable development related issues, especially the impact from sustainability megaforces. Many benchmark enterprises have integrated sustainable development issues into their business development strategies in response to those risks raised from sustainability megaforces. Not only to aggressively take advantages of business opportunities come from sustainable development issues but to increase enterprise value and create higher stakeholder returns. Under the impact of sustainability megaforces, how enterprises develop sustainable strategies in response to the risks and meanwhile hold the opportunities are non-neglectable and critical management topics.
    This paper refers to the maturity levels of sustainability strategy defined from Baumgartner and Ebner (2010), and tries to apply the strategic management concepts of Balance Scorecard and Strategy Map to analyze sustainability strategy. The primary aim of this paper is to eveluate the relationship between business strategy and sustainability strategy and further identify the framework and steps to implement sustainability strategies by analyzing the case’s positioning and management of sustainability strategy, stakeholder engagement process, and material sustainability strategy issues which have critical impacts to business strategy. This paper takes Bayer Group as the case study and has the below main findings:
    1.Sustainability strategy is critical and indispensable to business strategy. Sustainability strategy can not only help business increase the performance of operating strategy but also create long-term value.
    2.Enterprises have to identify the key sustainability megaforces relevant to business when developing sustainability strategy, and base on their core business to position and develop sustainability strategy. Important steps of implementing sustainability strategy include stakeholder management and the effectiveness of identifying material sustainability strategy issues which have critical impacts to business strategy.
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    3.Bayer Annual Report 2012. Retrieved June 13, 2013, from: http://www.annualreport2012.bayer.com/
    4.Baumgartner, R.J., Ebner, D. 2010. Corporate Sustainability Strategies: Sustainability Profiles and Maturity Levels, Sustainable Development, 18: 76-89.
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    6.Carbon Disclosure Project 2010 Global 500 Report. Retrieved April 8, 2013, from: https://www.cdproject.net/CDPResults/CDP-2010-G500.pdf
    7.CDP Global 500 Report 2011, Accelerating Low Carbon Growth. Retrieved April 8, 2013, from: https://www.cdproject.net/CDPResults/CDP-G500-2011-Report.pdf
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    9.Ebner, D., Baumgartner, R.J. 2006. Relationship between Sustainable Development and Corporate Social Responsibility, Corporate Responsibility Research Conference 2006, 4th-5th September, Dublin, www.crrconference.org.
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    13.FTSE4Good ESG Ratings. Retrieved April 8, 2013, from: http://www.ftse.com/Indices/FTSE4Good_ESG_Ratings/index.jsp
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    17.GlobeScan-Chairman’s Message. Retrieved April 8, 2013, from: http://www.globescan.com/company/chairmans-message.html
    18.Labuschagne, C., Brent, A.C., van Erck, R. 2005. Assessing the sustainability performance of industries, Journal of Cleaner Production, 13(4): 373-385.
    19.RobecoSAM-The Sustainability Yearbook 2012. Retrieved April 21, 2013, from: http://www.robecosam.com/images/sam-yearbook-2012-final.pdf
    20.RobecoSAM-The Sustainability Yearbook 2011. Retrieved April 21, 2013, from: http://www.pwc.com/en_GX/gx/sustainability/publications/SAM_Yearbook_2011.pdf
    21.RobecoSAM-The Sustainability Yearbook 2013. Retrieved April 8, 2013, from: http://www.sustainability-indexes.com/images/sustainability-yearbook-2013_tcm1071-363199.pdf
    22.SustainAbility-About Us. Retrieved April 8, 2013, from: http://www.globescan.com/company/chairmans-message.html
    23.The GlobeScan/SustainAbility Survey-Rate the Raters. Retrieved April 8, 2013, from: http://www.sustainability.com/library/rate-the-raters-phase-five-polling-the-experts-2012
    24.The Future We Want. Retrieved June 7, 2013, from: http://www.uncsd2012.org/content/documents/727The%20Future%20We%20Want%2019%20June%201230pm.pdf
    25.The Future We Want (Chinese Version). Retrieved June 7, 2013, from: http://nsdn.epa.gov.tw/20120623.pdf
    26.World Commission on Environmental and Development. 1987. Our Common Future, Oxford University Press.
    29.朱道凱(譯),1999。平衡計分卡-資訊時代的策略管理工具(原Kaplan and Norton. 1996),台北:臉譜出版。
    Description: 碩士
    Source URI: http://thesis.lib.nccu.edu.tw/record/#G0100380012
    Data Type: thesis
    Appears in Collections:[管理碩士學程/商管專業學院碩士學位學程 AMBA] 學位論文

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