Contrarily, scholars such as Mintzberg (1983) make a case for CSR. He places a strong emphasis on stakeholder responsibility and believes that businesses, especially large corporations, wield significant power and influence that come with societal responsibilities. For Mintzberg there is no doubt that businesses can achieve commercial success by addressing social issues through their core operations, creating a synergy between profitability and social good. He argues that businesses should avoid harming and, where possible, should actively work to benefit society. A likely reason for a lack of progress in CSR is an interplay between ambition and moral culpability faced by many managers. Personal ambition can blind individuals to the moral ramifications of their actions. When faced with challenges that threaten your success, career, or life, you truly discover what matters most to you, what you’re willing to give up, and the compromises you’re prepared to accept (George et al., 2007). Galpin et al. (2015) rightly states that sustainability solutions depend upon leaders being intentional in promoting a “culture of sustainability” within their organisations. The authors remind us that just like any effective shift in corporate culture, establishing a culture of sustainability necessitates actions across various organisational levels. They propose that such a transformation should be initiated by the senior leadership team; however, to be truly effective, these initiatives need to be supported by practical measures that extend throughout the entire organisation. For leaders to be effective in incorporating sustainable business practices, Broman and Robèrt (2017) propose a Framework for Strategic Sustainable Development (FSSD) which includes five levels: 1. System: How the system functions within the global system. 2. Success: Success usually is defined within the vision statement of the company. 3. Strategic guidelines: Guidelines for how to approach the vision. 4. Actions: Concrete actions that have been prioritised into the strategic plan. 5. Tools: Support for decision making, monitoring, and disclosure of actions. Yet, it all starts from a believe that sustainable manufacturing is possible. In his TED Talk, Ray Anderson (2009) explains how his company was able to largely replace extractive by renewable; they moved from linear to cyclical; from fossil fuel energy to renewable energy; and from wasteful to wastefree. In addition, they realised an upside for the business. Product quality improved through innovation. Their people are more motivated through a shared higher purpose, retaining people and attracting quality employees. As well as a tremendous amount of goodwill that no amount of advertising could have achieved. 21 4.4 Corporate Responsibility and Firm Contributions to Well-being
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