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Sustainable Scorecard as an Actionable Framework for Managing Sustainability: The Case of Tube Brazil

Sustainable Scorecard as an Actionable Framework for Managing Sustainability: The Case of Tube Brazil
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Author(s): Marlei Pozzebon (HEC Montréal, Canada), Paulina Arroyo (HEC Montréal, Canada) and Angela Fleury (Fundação Dom Cabral, Brazil)
Copyright: 2010
Pages: 16
Source title: Corporate Environmental Management Information Systems: Advancements and Trends
Source Author(s)/Editor(s): Frank Teuteberg (University of Osnabrueck, Germany) and Jorge Marx Gomez (University of Oldenburg, Germany)
DOI: 10.4018/978-1-61520-981-1.ch025

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Abstract

This paper investigates how corporate sustainable practices can be supported by information management models and information and communication technology (ICT) applications. The empirical work is based on a single case study, a Brazilian company that is applying the concept of a sustainability balanced scorecard (SBSC) to put forward a triple bottom-line strategy. Our results suggest that (a) implementation and use of the SBSC, (b) integration of the triple-bottom line concept within the SBSC, and (c) the place occupied by the eco-efficiency indicator at the heart of the strategic map represented three key factors that helped to enhance sustainability management. Moreover, the development of a sustainability-oriented culture and the strong business intelligence (BI) platform put in place enabled successful implementation of the SBSC in this particular company.

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