Implementation, monitoring and evaluation of sustainable business practices: framework and empirical illustration

Abstract

Purpose

This study aims to illustrate what and how a South African retail chain implements, monitors and evaluates its sustainable business practices using economic, ecological and social areas of indices.

Design/methodology/approach

The study is based on the content analysis of public documents, such as sustainability and annual reports, of a retail chain. An assessment of sustainability and annual reports for 2008-2011 has been considered to examine how and what this retail chain implements, monitors and evaluates in its sustainable business practices.

Findings

Woolworths has a sustainability programme in place that assures that the efforts of sustainable business practices are implemented, monitored and evaluated properly and that their targets for each area of indices are accomplished.

Research limitations/implications

The content analysis shows that the areas of indices are important in the implementation, monitoring and evaluation of Woolworths’ spectrum of efforts in sustainability business practices.

Practical implications

The study demonstrates practically how Woolworths South Africa implements, monitors and evaluates its sustainable business practices using various areas of indices which fall under the three pillars of sustainability, namely, economic, environmental and social.

Originality/value

This research provides insight on what and how a retail chain in South Africa implements, monitors and evaluates its sustainable business practices over time. It also offers an insight into the strategic approach beyond the company’s judicial frontiers and into the supply chain. Furthermore, it shows how a company’s business network can be committed to change towards sustainable business practices.

Citation

A.O. Dos Santos, M., Svensson, G. and Padin, C. (2014), "Implementation, monitoring and evaluation of sustainable business practices: framework and empirical illustration", Corporate Governance, Vol. 14 No. 4, pp. 515-530. https://doi.org/10.1108/CG-02-2013-0022