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**15** 

**Embedding Sustainable Development in** 

The concept of sustainable development (SD) was popularized by the publication of the World Commission on Environment and Development's (WCED) report Our Common Future in 1987 (WCED, 1987). There has been considerable debate regarding the meaning of SD since the publication of Our Common Future. However, the definition provided in that report remains the most widely-cited definition: "development that meets the needs of the present without compromising the ability of future generations to meet their own needs" (WCED, 1987). Building on that definition, there have been many efforts to elucidate the key components of SD. The WCED suggested that SD involved the simultaneous pursuit of economic, environmental, and social goals. These three areas are commonly referred to as the "three pillars" of sustainable development. Gladwin et al. (1995) proposed five principal components of SD: inclusiveness, connectivity, equity, prudence, and security. Additional conceptions on the key principles of SD are widely available in the literature (see, for example, Dresner, 2002). Although early efforts focused on applying SD to the national and regional levels, it is increasingly being applied at the organizational level (Shrivastava, 1995). Several theoretical frameworks have been used to explore why organizations commit to SD. For example, Bansal (2005) demonstrated that both resource-based (Barney, 1991) and institutional (DiMaggio and Powell, 1983) factors influence SD at the corporate level. Perhaps the most widely-used theoretical framework for explaining organizational SD is stakeholder theory (Freeman, 1984). Stakeholder theory recognizes that organizations have obligations to many individuals and groups, including (but not limited to) shareholders, customers, employees, and the wider community. Building on these theories, several authors have sought to clarify why organizations would operate in environmentally- (Bansal and Roth, 2000) or sociallyfriendly (Campbell, 2007) ways. These motivations have provided a basis for research on the

Recently, research on organizational SD has begun to shift from why SD should be implemented at the organizational level to how this can be accomplished. In this light, there is a growing stream of research on standardized management systems for SD. The literature

**1. Introduction** 

business case for SD (Salzmann et al. 2005).

**Organizations Through an Integrated** 

**Management Systems Approach** 

Miguel Rocha1 and Cory Searcy2

*1ITESM Campus Querétaro* 

*2Ryerson University* 

*1México 2Canada* 
