Abstract (Summary) Purpose - The purpose of this paper is to demonstrate how top managers seek to provide the necessary Leadership inside an organisation when sustainability is a primary strategic objective, and the paper seeks to ask to what extent it is possible to influence sustainability at the operational level by contemporary management control systems as it proposes to integrate the perspective of organizational culture. Design/methodology/approach - The paper is based on a single case study of Novo Nordisk A/S. Findings - The paper concludes by asking questions to managerial practice as well as to theory, concerning to what extent sustainability practices are measured by concurrent management control systems, and to what extent organizational culture perspective is a necessary prerequisite to manage and control sustainable leadership practice. Research limitations/implications - Future research should engage in exploring informal and organizational cultural aspects of how managers control the integration of sustainability into business practice. Practical implications - The paper is based on a single case study of a company internationally known for its high standards of sustainable leadership practice, and the conclusions therefore provide guidelines for other managers considering ways of integrating sustainability. Originality/value - The paper brings new attention to the appropriateness of existing management control systems when managers attempt to control sustainability practices and it suggests the importance of organizational culture in an original case study of Novo Nordisk A/S. Introduction This paper raises the question of how senior executives can provide the necessary leadership inside their organizations when one of the primary objectives of their organization is to be sustainable. More specifically, we examine how senior executives can adopt appropriate management control systems to communicate to employees and other stakeholders what behavior is desired, and to ensure that their corporate sustainability claims are implemented at the operational level. That is, how can organizations demonstrate that their sustainability declarations are not just "good looks". Interestingly, the literature on sustainability or corporate social responsibility (CSR) has not paid much attention so far to how leaders enact a corporate sustainability strategy among organizational members. Research on sustainability has predominantly focused on how companies manage their relations to external stakeholders, i.e. stakeholder management. One of the implications is that much sustainability literature implicitly assumes seamless and supportive integration of the corporate sustainability strategy into appropriate organizational behavior. It is assumed that managers and employees accept and adopt the sustainability strategy unchallenged. A corporate engagement in social and environmental concerns such as human rights and climate change is presumably seen as sufficiently motivational per se . This does not mean that the sustainability literature does not acknowledge the importance of organizational support to fulfil the sustainability promise, but that it does not ask how such organizational support is achieved, integrated, and coordinated into organizational systems, processes and structures. It is a managerial responsibility to align goals, values and routines across the organizational systems to support a corporate strategy, and while a corporate sustainability engagement ，英语论文题目，英语论文题目 |
