Implementation of SBSC in German Automobile Industries
Die Arbeit beleuchtet die Bedeutung von Nachhaltigkeit im modernen Geschäftsumfeld und untersucht, wie die Implementierung der Sustainability Balanced Scorecard (SBSC) die finanzielle Leistung eines Unternehmens verbessern kann. Zudem werden die Vorteile der SBSC-Implementierung herausgestellt. Besonders für Manager bietet die Arbeit wertvolle Erkenntnisse, um das Konzept der SBSC als strategisches Controlling-Tool für den langfristigen Erfolg ihrer Nachhaltigkeitsstrategien zu nutzen.
The focus of this thesis is on enhancing the Balanced Scorecard (BSC) by developing a Sustainability Balanced Scorecard (SBSC) and exploring its application. It also investigates the relationship between the implementation of the SBSC and stock performance, specifically analyzing DAX 30 companies from 2016 to 2018. The study combines theoretical evaluation with statistical testing to provide insights into how sustainability initiatives can impact financial outcomes in the context of corporate performance.
The book emphasizes the importance of a holistic approach for companies, urging them to focus on factors beyond profit, such as product quality, customer and employee relationships, and production processes. It addresses the challenges faced by managers who must balance achieving high profits with ensuring satisfaction among customers, employees, and stakeholders. This perspective advocates for a sustainable business model that prioritizes long-term success through comprehensive management practices.
Bachelor Thesis from the year 2015 in the subject Economics - Other, grade:
2,1, University of Applied Sciences Bremen, language: English, abstract:
Nowadays, many companies should not only discuss about how to obtain profits
from their products, which are successfully sold to their customers, but also
they should be forced to use any other aspects that are able to give more
impact for their long-term success. For examples, discussing about quality of
their products, relationship between them and their customers and employees,
and the production process as well as marketing. Those are the challenges for
all managers who are not only struggling in achieving company's targets - high
profits but also in achieving customer, employees and stakeholders
satisfaction. Schermerhorn (2011, p. 16) generally sees the role of managers
in a company and stated that all managers, regardless of their titles, levels,
types, and organisational settings, are responsible for the four primary
management functions which are defined by Lewis, et al. (2007) as planning,
organising, leading, and controlling. a) Planning should be described that
managers have tasks in setting targets and in defining actions that are
necessary to achieve the targets of their companies. b) Organizing involves
determining the assignments to be done and how those assignments would be
managed and coordinated to reach the company's targets. c) Leading should be
defined that managers should be able to guide, to motivate, and to lead the
employees in order to effectively and efficiently achieve company's targets.
d) Controlling requires the managers to monitor process of planning, leading
and organising whether its process may be able to help reaching the targets,
targets have been achieved as expected and applied strategies have been
effective or not. It is difficult for managers to accept the challenges.
Therefore, managers need to seek out an approach which is able to help them
finishing their tasks and involves not only one aspect but any other aspects,
such as customers, shareholders, internal business processes and employees.
For other aspects, Tesarovicova (2008) clarified that a higher return on the
funds and an increase of the company value is expected by shareholders and
owners since customers expect a higher value and quality of products.
Nevertheless, the problem appears where to reconcile conflicting demands of
individual interest groups are not easy. [...]
