۱- Introduction

۲- Theoretical background

۳- SSM and its relation to the human competences: a systematic review of the literature

۴- Method

۵- Results

۶- Discussion

۷- Conclusion and final remarks

۸- Limitations and future studies

References

Abstract

Purpose – The purpose of this paper is to identify how human competences are associated with sustainable strategic management (SSM) within organisations. Design/methodology/approach – This is a qualitative study in two phases: first, a theoretical phase is developed, resulting in a proposal for the role of human competences in organisational sustainability; second, an empirical phase including instrumental case studies of two large, sustainability-oriented Brazilian companies. Data were obtained from interviews and companies’ reports. The authors used Atlas.ti software to perform the thematic content analysis.
Findings – Despite the importance of human competences in SSM, the authors find evidence that this concept has not been developed, even for companies with a consolidated position in sustainability. Human competences are a requirement for effective SSM.
Research limitations/implications – Coexisting elements within an organisation, often referred to as elements of organisational and human behaviour, can influence the dynamics of the expected interrelationships between human competences and sustainability management, in addition to the influencing factors presented in this study.
Originality/value – In general, studies advocate that the relationships among organisational competences, human competences and organisational strategies must be aligned and reinforced. Nevertheless, these relationships are not that solid as they should be as stated in both the literature and the conventional discourse of practitioners.

Introduction

Sustainability has been understood and defined in different ways and from different perspectives (Glavič and Lukman, 2007). The outcome of a worldwide survey among business executives (Lacy et al., 2010) shows that sustainability in organisations is perceived in two ways: the first, by understanding the Brundtland Commission Report, when it refers to considering the needs of future generations, by preserving natural resources today (WCED, 1987); second is the triple-bottom-line (TBL) approach that could lead an organisation to contribute to economic prosperity, environmental quality and social justice, simultaneously (Elkington, 1998). In this paper, we understand organisational sustainability as being the demonstration of the systemic and balanced integration of social, environmental and economic aspects of business strategy. Regardless of the way companies understand sustainability, this broad-reaching concept should be an important component of their strategies. Previous studies have discussed the association between strategy and sustainability within organisations (e.g. Borland et al., 2016; Fowler and Hope, 2007; Hart and Dowell, 2011; Husted and Allen, 2007; Parnell, 2008; Porter and Kramer, 2006).