The enterprise perspective: a new mind‐set for competitiveness and sustainability

Abstract

Purpose

The purposr of this paper is to introduce a new perspective on the organization's role, purpose, and relationships, both within and among organizations, that holds the promise of more ecologically sustainable and economically competitive business practices.

Design/methodology/approach

The paper analyzes critiques of the current corporate perspective of organizations and builds upon Roome's framework for sustainable management to articulate a new model for organizational relationships that engage value‐chain members in an enterprise‐based competitiveness model. The paper offers examples to illustrate the potential of the new model.

Findings

The new model requires a shift in the mind‐set of executives and major shareholders, but that shift holds the theoretical potential to improve long‐term competitiveness and environmental sustainability.

Practical implications

The enterprise perspective model (EPM) holds the promise of improving competitive strength for firms and reducing negative environmental impacts from their operations. Executives who have embraced this model also find renewed energy and sense of purpose in their work.

Originality/value

This paper introduces the EPM and provides a framework for thinking about the assumptions and practices that need to change to move from the corporation perspective model to the EPM. The paper raises important research questions about implementing the EPM.

Citation

Harris, D.L. and Twomey, D.F. (2010), "The enterprise perspective: a new mind‐set for competitiveness and sustainability", Competitiveness Review, Vol. 20 No. 3, pp. 258-266. https://doi.org/10.1108/10595421011047442