Question 1

Employees make increased contribution to TBL agendas when they feel:

Accepted Answer

A)  A greater sense of purpose 
B)  Better paid 
C)  Understood 
D)  Valued 
A)  A greater sense of purpose 
B)  Better paid 
C)  Understood 
D)  Valued A

Question 2

Organizations that aim to build deep employee commitment and capabilities in sustainable practices should expect progress that is gauged in:

Accepted Answer

A)  Months and years 
B)  Days and weeks 
C)  Weeks and months 
D)  Decades 
A)  Months and years 
B)  Days and weeks 
C)  Weeks and months 
D)  Decades A

Question 3

Ormiston and Wong (2013) have been critical of CSR for allowing organizations to do good in the community and creating a feeling of being excused for behaving at a lower standard of conduct with other stakeholders. They term this as:

Accepted Answer

A)  Moral licensing 
B)  Moral washing 
C)  Ethical distrust 
D)  Cynical licencing 
A)  Moral licensing 
B)  Moral washing 
C)  Ethical distrust 
D)  Cynical licencing A

Question 4

A crucial limit for global warming will be a 1.5 degree increase in temperature above pre-industrial levels.

Accepted Answer

A) True 
 B)False

Question 5

Consumers exercising moral choice in their purchasing decisions is known as…

Accepted Answer

A)  Consumer activism 
B)  Consumer choice 
C)  Consumer pressure 
D)  Stakeholder action 
A)  Consumer activism 
B)  Consumer choice 
C)  Consumer pressure 
D)  Stakeholder action

Question 6

Triple bottom line strategy should be an:

Accepted Answer

A)  Action framework 
B)  Measuring framework 
C)  Agenda setting framework 
D)  Accounting framework 
A)  Action framework 
B)  Measuring framework 
C)  Agenda setting framework 
D)  Accounting framework

Question 7

Which of the following two are ways to achieve sustainable investing put forward by UBS?

Accepted Answer

A)  Exclusion 
B)  Integration 
C)  Collaboration 
D)  Investigation 
A)  Exclusion 
B)  Integration 
C)  Collaboration 
D)  Investigation

Question 8

CSR thinking can sometimes include an organizational focus that keeps societal issues on the periphery. Porter and Kramer (2011) advocate a new business model of…

Accepted Answer

A)  creating shared value 
B)  creating joint ventures 
C)  creating social initiatives 
D)  creating purposeful strategy 
A)  creating shared value 
B)  creating joint ventures 
C)  creating social initiatives 
D)  creating purposeful strategy

Question 9

In 2018 social enterprises contributed £60million to the UK economy.

Accepted Answer

A) True 
 B)False

Question 10

Shareholders are interested in sustainability for which two of the following reasons?

Accepted Answer

A)  An indicator of long-term value creation potential 
B)  Whether new and existing talent consider an organization's attitude to sustainability as an influencing factor in their choice of employer 
C)  As a lead indicator on profit 
D)  As an efficient means to resource management 
A)  An indicator of long-term value creation potential 
B)  Whether new and existing talent consider an organization's attitude to sustainability as an influencing factor in their choice of employer 
C)  As a lead indicator on profit 
D)  As an efficient means to resource management

Employees make increased contribution to TBL agendas when they feel:

Organizations that aim to build deep employee commitment and capabilities in sustainable practices should expect progress that is gauged in:

Ormiston and Wong (2013) have been critical of CSR for allowing organizations to do good in the community and creating a feeling of being excused for behaving at a lower standard of conduct with other stakeholders. They term this as:

A crucial limit for global warming will be a 1.5 degree increase in temperature above pre-industrial levels.

Consumers exercising moral choice in their purchasing decisions is known as…

Triple bottom line strategy should be an:

Which of the following two are ways to achieve sustainable investing put forward by UBS?

CSR thinking can sometimes include an organizational focus that keeps societal issues on the periphery. Porter and Kramer (2011) advocate a new business model of…

In 2018 social enterprises contributed £60million to the UK economy.

Shareholders are interested in sustainability for which two of the following reasons?

Interpreting Strategy

A Process-Practice Model of Strategy

Strategic Decision Making in Organizations

Strategic Organization: Purpose, Values, and Culture

External Environment: Macro, Industry, and Competitive Settings

Internal Environment: Resources, Capabilities, and Activities

Corporate Strategy and Structure

Strategies for Achieving Competitive Advantage

Functional Strategy and Performance

Strategies for Growth

Innovation, Disruption, and Digitalization

Competing in a Globalized World

Leading Strategic Change

Designing Effective Strategy Activities

Strategy-In-Practice: Learning, Reflecting, Thinking

Filters

Exam 13: Sustainability and Strategy

Employees make increased contribution to TBL agendas when they feel:

Organizations that aim to build deep employee commitment and capabilities in sustainable practices should expect progress that is gauged in:

Ormiston and Wong (2013) have been critical of CSR for allowing organizations to do good in the community and creating a feeling of being excused for behaving at a lower standard of conduct with other stakeholders. They term this as:

A crucial limit for global warming will be a 1.5 degree increase in temperature above pre-industrial levels.

Consumers exercising moral choice in their purchasing decisions is known as…

Triple bottom line strategy should be an:

Which of the following two are ways to achieve sustainable investing put forward by UBS?

CSR thinking can sometimes include an organizational focus that keeps societal issues on the periphery. Porter and Kramer (2011) advocate a new business model of…

In 2018 social enterprises contributed £60million to the UK economy.

Shareholders are interested in sustainability for which two of the following reasons?

Interpreting Strategy

A Process-Practice Model of Strategy

Strategic Decision Making in Organizations

Strategic Organization: Purpose, Values, and Culture

External Environment: Macro, Industry, and Competitive Settings

Internal Environment: Resources, Capabilities, and Activities

Corporate Strategy and Structure

Strategies for Achieving Competitive Advantage

Functional Strategy and Performance

Strategies for Growth

Innovation, Disruption, and Digitalization

Competing in a Globalized World

Leading Strategic Change

Designing Effective Strategy Activities

Strategy-In-Practice: Learning, Reflecting, Thinking

Filters