Why it pays to become a rule maker

• Autores: Andrew King
• Localización: MIT Sloan management review, ISSN 1532-9194, Vol. 56, Nº 2, 2015, págs. 11-13
• Idioma: inglés
• Texto completo no disponible (Saber más ...)
• Resumen

  • Top managers in some leading companies have been pioneering a different approach to sustainability, one that radically alters businesses traditional economic role. It treats businesses as not simply players in a competition structured by governmental and societal rules; instead, they are rule makers. DuPont's response to warnings that chlorofluorocarbons (CFCs) caused major damage to the ozone layer that shields the planet from harmful UV rays provides an early example of this approach. For managers, DuPont's story shows that engaging in the rule-making process can help ensure that effective regulations allow a company to increase returns from internal capabilities (such as the ability to develop new products) while addressing a public good such as reducing greenhouse gas emissions. Advancing new regulations isn't always feasible. An alternative approach is to get industry players to adopt standards that substitute for missing government regulation. Such an approach is most achievable when companies share common interests. Sometimes, companies need to address sustainability problems that affect the whole supply chain, not just a single industry