Banking on Web 2.

0 approaches to build a sustainable enterprise

Rodica M. CNDEA
Technical University of Cluj-Napoca, Romania Phone: +40 !"-!"4-"#$ %-mail: Rodica.Candea !is.utclu".ro

Dan CNDEA
Technical University of Cluj-Napoca, Romania Phone: +40 !"-"!!-&4& %-mail: dcandea alu!.!it.edu

Abstract This paper approaches the issue of sustainability in business in a less traditional manner by considering more than ust the competiti!e ad!antage a company has to build in the ri!alry "ith its competitors. #uilding enterprise sustainability re$uires a broader understanding of the interdependencies bet"een the company and its human and natural en!ironments. %ffecti!e sta&eholder engagement is &ey and online openness and cooperation bring about ne" conditions for corporate social responsibility. The paper discusses the potential of the Web 2.0 tools for the interaction bet"een the company and its sta&eholders and the impact of those tools on the organizational culture in support of sustainability is analyzed. This is particularly rele!ant during the current economic crisis "hen most of the efforts go into cutting costs in order to sur!i!e. #e$%ords& sustainable corporation, corporate social responsibility, organizational change, Web 2.0 culture, CSR 2.0

'ntroduction This paper focuses on the topic of the sustaina'le enterprise an( loo)s at some of its or*ani+ational (eterminin* factors, -e (efine the sustaina'le enterprise as a company that can prosper for an in(efinitely lon* time, .lthou*h this vie/ of sustaina'ility is very *eneral an( offers no implementation lea(s, it un(erlines a parallel to the sustaina'le (evelopment concept, (elineate( in the 0run(tlan( Report of 12$ , 'y referrin* to a future /ith no pre(icta'le time limit, That parallel is relevant to our (iscourse 'ecause it emphasi+es the inter(epen(ency 'et/een 'usiness sustaina'ility an( society3s sustaina'ility, To 'e sustaina'le society nee(s 'usinesses as lon*-lastin* provi(ers of *oo(s an( services an( *enerators of income to in(ivi(uals an( communities, /hile 'usinesses cannot 'e prosperous in a
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sustaine( /ay unless the social an( natural environments in /hich they operate are sta'le an( supportive limitlessly, .s /e /ill sho/, the (iscussion on sustaina'le or*ani+ations cannot overloo) the impact of the ne/ -e' tools on ho/ companies run their operations, mar)et their pro(ucts or process information, on ho/ 'usiness is (one in *eneral, The ne/ *eneration of -e' !,0 tools consists of a multitu(e of instruments of /hich /e mention some that *aine( /i(e acceptance: 0lo*s 7a type of /e'site, usually maintaine( /ith re*ular entries 'y an in(ivi(ual, that can allo/ comments from rea(ers89 :orums 7an online (iscussion site89 -i)is 7often use( to create colla'orative /e'sites an( to po/er community /e'sites9 in 'usiness /i)is can provi(e intranet, e;tranet an( )no/le(*e mana*ement systems89 :ace'oo) an( <i& 7social net/or)in* /e'sites89 =in)e(4n 7social net/or)in* site use( mainly 'y professionals an( 'usinessmen89 T/itter 7social net/or)in* facility /hich allo/s frien(s an( co-/or)ers to stay connecte( throu*h the e;chan*e of >uic), fre>uent te;t-'ase( up(ates as ans/ers to the >uestion: -hat are you (oin*?89 R@@ 7service use( to pu'lish fre>uently up(ate( /or)s, such as ne/s hea(lines, au(io, vi(eo9 su'scri'ers are fe( timely up(ates from selecte( /e'sites89 AouTu'e 7vi(eo sharin* /e'site on /hich users can uploa( an( share vi(eos89 Peer-to-peer net/or)in* 7participants share a portion of their o/n resources, /hich may inclu(e net/or) 'an(/i(th, computin* po/er, stora*e space9 sharin* content files, such as vi(eo, au(io, (ata, is common8, -hat is remar)a'le a'out the ne/ tools is the ease /ith /hich people can net/or) on a lar*e scale an( the potential for creatin* a collective intelli*ence 'y transparent communication not hampere( 'y 'arriers, The -e' !,0 tools melt a/ay physical (istances, 'arriers 'et/een countries, companies, (epartments an( hierarchical levels, Customers a'le to use -e' !,0 tools can stron*ly influence the /ay or*ani+ations are perceive(, Those tools alter the /ays communication, learnin*, cooperation, innovation, customer relations an(, *enerally, the human interaction-'ase( or*ani+ational activities ta)e place, . num'er of or*ani+ational areas un(er*o mutations as -e' !,0 tools 'ecome part of the /or)flo/ in or*ani+ations, such as: or*ani+ational communication, mana*erial (ecision ma)in*, or*ani+ational structures, human resource mana*ement, mar)etin* an( its connecte( activities, internal an( e;ternal pu'lic relations, an( sta)ehol(er mana*ement, . relate( concept, %nterprise !,0, reflects the e;tent to /hich an or*ani+ation3s life is chan*e( (ue to inte*ratin* -e' !,0 instruments in its /or)in*s 70u*inB5anyi)aB5iller, !00$8, Ne/ social an( economic phenomena are emer*in* (ue to the ne/ /ays of sharin*, learnin* an( co-creatin* value an( )no/le(*e, Concurrently, ne/ issues arise in a(optin* an( usin* ethically the ne/ tools as /ell as in in(ucin* the nee(e( mentality chan*es, There appear serious challen*es relate( to a'use, confi(entiality an( intellectual property,

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Corporations and their social !ission The current economic turmoil starte( serious (e'ates a'out the causes of the crisis an( the /ays out of it, Cur particular interest focuses on corporate 'ehaviors, 'efore an( (urin* the crisis, that threaten company sustaina'ility, 0usinesses are one of the three pillars of sustaina'le (evelopment an( /hatever en(an*ers their lastin* prosperity puts at ris) the continuin* /ell'ein* of society, .t the same time, companies have to treat the three pillars of society3s sustaina'ility in a 'alance( manner, to /hich en( interaction /ith sta)ehol(ers is essential, .rticulatin* a vision an( mission has lon* 'een re*ar(e( as a prere>uisite to (evelopin* a 'usiness strate*y, The minimum contents of a mission statement is to (eclare /hat the company sets out to (o an( for /hom, 5ission postin*s on companies3 /e' sites or (isseminate( throu*h company reports are most li)ely to contain the customer as the focal point, This is to 'e e;pecte( an( re>uire( since servin* the customer is the raison (DEtre of any 'usiness, Nevertheless, /hen 'usiness sustaina'ility is at sta)e servin* the customer is the necessary 'ut not the sufficient con(ition, Companies live or (ie 'y their relationship /ith the environment, Customers are very important for 'usiness sustaina'ility, sharehol(ers are e>ually si*nificant, an( competitors e;ercise an e;traor(inary influence, <o/ever, other sta)ehol(ers also affect the fate of companies, To ta)e account of those sta)ehol(ers a company has to (evelop a social mission to complement its business mission, . sustainability mission /ill thus result an( the tra(itional business strategy /ill evolve to 'ecome a strategy for sustainability, 4nte*ratin* the ne/ -e' instruments in or*ani+ations shoul( 'ecome a strate*ic o'jective, as they are essential for translatin* the social mission into action, The 'asics of our reflections are not ne/ rather the emphasis on company sustaina'ility is, -e thin) a'out sustaina'ility as a process of 'ecomin* rather than a (efinite state to achieve9 it is a journey rather than a (estination, 4n an earlier paper 7CFn(ea, !00 8 /e chose to tal) a'out prospects for sustainability to un(erline this point, The company 'uil(in* an( maintainin* *oo( relationships /ith its sta)ehol(ers favors the prospects for sustaina'ility, To succee( in 'usiness a 'usiness strate*y is re>uire( an( accounta'ility to the la/ is a sine >ua non, <o/ever, the la/ has al/ays la**e( 'ehin( moral principles, The la/ reflects the po/er *ame of economic an( political interests, /hich e;plains /hy it chan*es over time, .s people *ro/ more a/are of the pu'lic interest, society (evelops ne/ e;pectations to/ar( the political class an( the 'usiness /orl(, an( voices (eman(s in line /ith moral principles, Un(er the pressure of such (eman(s the la/ ten(s to 'ecome ali*ne( /ith G/hat is ri*htH, -hile the la/ can chan*e, ethical stan(ar(s transcen( time an( *ro/ more strin*ent as society evolves,

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-hen pursuin* 'etter prospects for lon* lastin* prosperity a sustaina'ility strate*y is calle( for, /hich as)s for measurin* up to ethical stan(ar(s in ma)in* choices rather than just )eepin* /ithin the le*al 'oun(s, i,e, Gans/erin* to a hi*her authorityH 7-einstein, !00 8, . strate*y for sustaina'ility (eman(s an even lon*erterm vision than a 'usiness strate*y 'ecause it re>uires insi*ht into opportunities an( ris)s (erivin* from social an( environmental (evelopments, @ocial tren(s an( environmental chan*es can 'oth affect mar)ets an( turn into ne/ le*al constraints, The earlier such tren(s are spotte( the 'etter the or*ani+ation can a(apt, 5a)in* use of the ne/ -e' tools can help this process, -hile a'i(in* 'y the la/ is man(atory an( implies ali*nment to minimum socially accepta'le stan(ar(s, a(optin* ethical stan(ar(s that *o 'eyon( the la/ is voluntary, Companies that voluntarily inclu(e ethically (riven social an( environmental consi(erations in their /ay of (oin* 'usiness e;ercise corporate social responsibility 7C@R8, . company3s social mission shapes C@R initiatives, /hich 'ecome a part of the push to/ar(s sustaina'ility, @imilarly, usin* -e' !,0 tools shapes the interactions /ith sta)ehol(ers an( impacts on C@R initiatives, implicitly on the or*ani+ation3s sustaina'ility, (rgani)ational aspects in addressing sustainabilit$ =on*-term thin)in* is an essential element for improvin* the prospects for company sustaina'ility, 4t *oes han( in han( /ith another principle of 'usiness sustaina'ility: profits shoul( 'e the result rather than the purpose of (oin* 'usiness, .lthou*h 'oth principles are ac)no/le(*e( as *oo( 'usiness practices, they seem so (ifficult to implement an( are, therefore, rare, @hort-termism has alrea(y proven counterpro(uctive to accomplishin* 'oth the 'usiness an( social missions of corporations, -e can fin( e;planations /hy short-termism is prevalent, @hort-termism is relate( to our 'ein* 'iolo*ically con(itione( to i*nore *ra(ual chan*es as if they /ere insi*nificant9 /e ten( to a(apt rather than react, unless chan*e happens >uic)ly, 4n an economic crisis, li)e the current one, a sense of ur*ency is in(uce( that as)s for imme(iate action to cut resource consumption in or(er to save on costs, -e respon( /ell to short-term threats 'ut not to lon*-term ris)s, The /ay in /hich companies 'alance the short vs, lon*-term thin)in* 'rin*s the ans/er to /hich costs are slashe( an( ho/ the challen*es of the crisis are (ealt /ith, 4t is rea(ily seen that unless companies are im'ue( /ith special competences relate( to lon*-term thin)in* an( a/areness of interconnecte(ness /ith those aroun( them, sustaina'ility may remain a (istant i(eal, =ea(ership an( a learnin* or*ani+ation are nee(e( for such competences to (evelop, 4t ta)es lea(ership to instill those competences in an ethics-'ase( culture, -e 'elieve that 'usiness con(uct infuse( /ith ethics foun(e( on moral values (erive( from society, supports the (rive to/ar(s sustaina'ility, Those moral values refer to socially accepte( fun(amental stan(ar(s of *oo( an( evil, they are lon* lastin* an( can thus *ui(e companies in (oin* the Gri*ht thin*H, 0y referrin* to

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ethical stan(ar(s companies can stay ahea( of the /ave of le*al constraints 'ecause, althou*h the la/ ten(s to 'ecome ali*ne( /ith /hat is ri*ht, it la*s 'ehin( it, Companies a(optin* ethical stan(ar(s shoul( 'e 'etter prepare( to ta)e a(vanta*e of future opportunities an( fen( off ris)s comin* from the social an( natural environments, The -e' !,0 tools help companies, 'y means of timely fee('ac), not just prevent crises 'rou*ht a'out 'y unsatisfie( sta)ehol(ers 'ut can also assist /ith fin(in* solutions in case a crisis 'rea)s, -ithin or*ani+ations, there are many hur(les to a((ressin* sustaina'ility issues such as: - People not 'ein* persua(e( of sustaina'ility as a 'usiness case - Cut(ate( mental mo(els an( perspectives on sustaina'ility issues - 4na'ility to assess tra(e-offs 'et/een short-term an( lon*-term - 4ncapacity to prioriti+e an(, therefore, ina'ility to choose /hat to (o first - =ac) of capa'ility to ta)e effective action for implementation, . permanent (ialo*ue /ith sta)ehol(ers can miti*ate these shortcomin*s, -e have conjecture( 7CFn(ea, !00 8 that a company that (evelops as a learnin* or*ani+ation 7@en*e, !00#8 is more li)ely to (evise an( implement a strate*y for sustaina'ility, This is so 'ecause the Gsystems thin)in*H an( Gmental mo(elsH (isciplines (irectly raise a/areness of the fact that the company is part of a /i(er system of inter(epen(ent an( interactin* sta)ehol(ers9 the same (isciplines lea( the company to >uestion the Gtra(itionalH strate*ic mo(els limite( to customers an( mar)etplace, an( to value approaches oriente( to/ar(s the common *oo(, Cther t/o (isciplines: Gpersonal masteryH, /hich helps /ith un(erstan(in* /hat the important thin*s in life are, an( Gshare( visionH, /hich nurtures a sense of commitment in a *roup 'y sharin* the perception of the future the mem'ers see) to create, in(uce a 'roa(er perspective on the or*ani+ation3s purpose an(, thus, inspire a lon*er-term thin)in* at the in(ivi(ual level, That thin)in* propa*ates to *roups an( all the /ay to the or*ani+ational level, The ne/ -e' instruments facilitate achievin* those (esi(erata, Ad*ancing to%ards a learning organi)ation %ith a Web 2.0 culture .n or*ani+ation that has successfully inte*rate( -e' !,0 tools in its activities (evelops a culture characteri+e( mainly 'y: - Cpen communication as a permanent (ialo*ue 'ase( on professional, or*ani+ational an( social concerns, /hich facilitates e;pressin* opinions - Relationships 'uilt on common interests, activities, pro'lems an( e;perience in resolvin* them, rather than on hierarchies, (epartmental or /or) unit affiliation - @harin* )no/le(*e, i(eas, an( *ettin* fee('ac) /ithout restraint - Colla'oratin* in creatin* content, an( in 'uil(in* an( storin* collective intelli*ence - :ree(om of thin)in* an( manifestin* creativity

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. system of values in /hich transparency, ethics, assertiveness, (iversity an( the contri'ution to the common *oo( are hel( in hi*h re*ar(, @uch an or*ani+ation favors: - . process of personal (evelopment ener*i+e( 'y the permanent e;chan*e of useful information, 'y the ease /ith /hich that information, possi'ly locate( outsi(e the or*ani+ation, can 'e foun(, 'y self-comparison, 'y the >uic) fee('ac) receive( from several sources, /hich increases o'jectivity, 5ovin* to/ar(s self-mastery is stimulate( 'y the multitu(e of interactions an( their (iversity, - The creation of a /ay of thin)in* that is un(er permanent chan*e an( revision (epen(in* on ho/ the collective thin)in* evolves, on the information that comes from many sources an( reflects a variety of approaches, on the a/areness of communities of practices, - . collective learnin* that occurs naturally, 'y (ialo*ue, in the a'sence of a stress in(ucin* master-(isciple settin*, 'y permanently infusin* )no/le(*e that comes from a multitu(e of contri'utors, /ho themselves un(er*o a process of in(ivi(ual learnin* outsi(e the interaction /ith the community of contri'utors, - The shapin* of a share( vision of the major pro'lems of the or*ani+ation, facilitate( 'y the permanent an( free e;chan*e of points of vie/ an( ar*uments, an( 'y removin* o'structions cause( 'y hierarchies, - =oo)in* at all aspects of a pro'lem, issue or event, ran*in* from local, to or*ani+ational, national an( up to *lo'al consi(erations, (ue to the ease /ith /hich lin)s are create( an( physical (istances turne( irrelevant, The result is that a multi-an*le vie/ of a particular issue is *aine( /hich incorporates the interests of a /i(e *roup of sta)ehol(ers, . parallel 'et/een the -e' !,0 culture an( the premises supportin* the (evelopment of the learnin* or*ani+ation reveals similarities of contents an( mutual reinforcement, Personal permanent (evelopment, un(er the impulse *enerate( 'oth internally an( 'y the -e' community, the continuous revisin* of thin)in* mo(els an( continuous learnin* in interaction /ith others, (ue to the permanent input of up to (ate information, the share( vision an( the a'ility to thin) systemically, (ue to the collective intelli*ence, are common features, The esprit (e corps, the spirit of cooperation an( openin* to/ar(s the ne/, the /illin*ness to contri'ute create similarities 'et/een the -e' !,0 culture an( the culture of a learnin* or*ani+ation, 4n the final analysis, those traits (elineate a (ynamic process of 'ecomin* /hich lea(s to increase( prospect for or*ani+ational sustaina'ility, 'nteracting %ith the stakeholders under the Web 2.0 philosoph$ .lon* /ith the chan*es 'rou*ht a'out 'y the a(option of the -e' !,0 social tools in or*ani+ations, chan*es have to happen also in the relationships of the company /ith the sta)ehol(ers,

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@ta)ehol(ers can join almost instantaneously in e;pressin* a point of vie/ a'out the company or (isclose unethical 'ehavior, Pressures from customers an( investors, the *lo'al focus on sustaina'ility, a more restrictive le*islature an( stron*er *overnmental pressures, an( an increase( a/areness of the sta)ehol(ers are a((itional factors that in(uce the nee( to chan*e the nature of the relationships /ith sta)ehol(ers an( the )in( of C@R activities a company un(erta)es, C@R shoul( not limit itself to informin* sta)ehol(ers a'out *oo( intentions, to channelin* philanthropic contri'ution or promotin* company ima*e, C@R has to inte*rate the (ialo*ue /ith sta)ehol(ers an( turn sta)ehol(ers into innovative partners, This can 'e (one /ith -e' !,0 cooperative instruments, /hich lea(s to the emer*ence of C@R !,0, C@R !,0 is a'out involvin* internal an( e;ternal sta)ehol(ers, a'out *oin* from a (efensive ris) mana*ement attitu(e of companies to a strate*ic 'usiness innovation attitu(e, from fen(in* off ris) to capitali+in* on opportunities, 4nternal sta)ehol(ers can 'e involve( in (evelopin* company values an( channelin* values into concrete in(ivi(ual actions, in (efinin* the social mission, Companies shoul( ali*n their strate*ies to the system of values an( incorporate ethics in everythin* the company (oes, %thics shoul( 'e somethin* a company lives, not somethin* a company (emonstrates throu*h C@R projects 7@orensenBPeitersen, !00$8, Companies shoul( involve sta)ehol(ers as partners an( turn sta)ehol(er pressures into mar)et intelli*ence an( sta)ehol(er-le( innovation, Web 2.0+based corporate !edia ,or interacting %ith the stakeholders 0lo*s are the 'est social corporate me(ia that allo/ companies to en*a*e in a permanent (ialo*ue /ith relevant sta)ehol(ers, Cne or several employees, mana*ers, inclu(in* the C%C, can /rite 'lo*s, 0lo*s can contain (escriptions of events, commentaries, su**estions, points of vie/ an( can allo/ comments from sta)ehol(ers un(er the entries, The comments can refer to C@R initiatives, company pro(ucts an( services, etc, -hen usin* a conversational style 'lo*s can project a human impression of the or*ani+ation, They offer simple an( ine;pensive /ays for or*ani+ations to en*a*e in a permanent (ialo*ue /ith sta)ehol(ers, 0lo*s can 'e use( to improve sta)ehol(ers3 perception of the company, -i)is ena'le (ocuments to 'e /ritten colla'oratively an( allo/ users to e(it all entries, . /i)i is essentially a (ata'ase for co-creatin*, 'ro/sin*, an( searchin* throu*h information, Companies can create /i)is for internal use, or for a specific *roup of e;ternal sta)ehol(ers, or for a com'ine( internal-e;ternal *roup of users /ho are invite( to tac)le pro'lems an( share )no/le(*e 7e,*,, i(entifyin* solutions to concrete C@R challen*es8, -i)is can thus turn into an invalua'le tool for co-creatin* )no/le(*e for the company, Reputation mana*ement is a proce(ure of trac)in* an or*ani+ation3s activities an( other entities3 opinions a'out those actions, preparin* a report on them an( reactin* to that report, thus creatin* a fee('ac) loop, .s an e;ample,

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investors can use the process to *et a feel of a company3s intan*i'le assets, Companies can e>ually /ell ma)e use of the process /ith the purpose of o'tainin* fee('ac) from sta)ehol(ers an( act correspon(in*ly in or(er to improve perceptions, .n online community is a particular type of virtual community in /hich people interact via a computer-supporte( platform rather than face-to-face, for social, e(ucational or other purposes, . company can provi(e such a platform to create an or*ani+ation-centere( or topic-centere( community 'ase( on share( interests, values, o'jectives, The company can use the on-line community for tappin* )no/le(*e, for creatin* innovative *oo(s or services, for en*a*in* sta)ehol(ers for mar)etin* purposes, . neolo*ism, cro/(sourcin*, (esi*nates a particular instance of utili+in* an online community, in /hich a company outsources /or) usually (one 'y employees or contractors to a lar*e *roup of people, via the 4nternet, in the form of an open call, @ta)ehol(ers can thus 'ecome contri'utors to innovative C@R initiatives, may 'e invite( to (evelop a ne/ technolo*y, carry out a pro(uct (esi*n tas), etc,

Web -.0
Cne /ay communication

4nformin* J PR activity

5ana*e ima*e

@ta)ehol(ers as o'servers: Kust faLa(e?

Web 2.0
T/o /ay communication

Iialo*ue J Colla'oration

4nnovative partenership

@ta)ehol(ers involvement: Contri'utors

.igure - /he i!pact o, Web technolog$ on the attitude to%ards stakeholders .s /e are particularly intereste( in C@R actions /e turn to the relationship 'et/een the availa'le -e'-'ase( tools an( the /ay C@R evolve( 76isser, !00$8, :i*,1 emphasi+es the chan*e in attitu(e in(uce( 'y the -e' !,0 technolo*y, C0R 2.0 and corporate sustainabilit$ The sustaina'le (evelopment concept is often rephrase( as focus on the triple 'ottom line: profit, people, an( planet, -hile ma)in* money corporations shoul( also protect the human an( natural environments, .s -e' !,0 technolo*ies are centere( on people, allo/in* *lo'al connections an( sharin* of social an( environmental concerns, they come naturally in support of sustaina'le (evelopment,

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:or 'etter prospects for sustaina'ility companies have to 'e *enuinely concerne( /ith relevant sta)ehol(ers3 e;pectations over the social an( environmental impacts of 'usiness activities, . certain attitu(e to/ar(s sta)ehol(ers stays 'ehin( effective an( efficient corporate social actions 7CFn(ea,I,, !00 8, That attitu(e fin(s support in -e' !,0 - 'ase( communication, /hich is, at its core, socially oriente(, 4t materiali+es the spirit of colla'oration /ith the sta)ehol(ers, sprin*s from openness to the ne/ an( rea(iness to en*a*e an( commit, The process of a(vancin* to/ar(s the sustaina'le enterprise li)e the process of inte*ratin* the -e' !,0 tools in the or*ani+ation share many traits, o'jectives an( challen*es relate( to pursuin* si*nificant opportunities, <o/ever, /e shoul( 'e a/are that there are also important ris)s in 'rin*in* the -e' !,0 philosophy to the corporate /orl( an( in en*a*in* in sustaina'le (evelopment, @trate*ic C@R con(ucte( in a C@R !,0 manner, rather than a simple ima*e 'uil(in* e;ercise 7Porter, Mramer, !00#8, is prone to *enerate 'etter *ains for 'oth the company an( society, throu*h: - 4mprove( sta)ehol(er relations 'y /ay of real-time fee('ac) from (iverse interest *roups an( 'y puttin* the ac>uire( information at /or) - %ffective en*a*ement of employees in corporate activities focuse( on priority social an( environmental issues - 4ncrease( capacity for pro(ucin* a /i(er scale impact, possi'ly of *lo'al (imensions, These features can reshape C@R 'y empo/erin* in(ivi(uals an( ma)in* them part of the solution rather than )eepin* them as part of the pro'lem, Cnline openness an( cooperation 'uil( value throu*h transparency an( effective sta)ehol(er mana*ement, The -e' !,0 philosophy raises ne/ conceptual challen*es as it (oes a/ay /ith 'usiness mo(els 'ase( on o/nership an( control of information, -hen control is in the han(s of financial sta)ehol(ers short-termism is (ifficult to avoi( an( 'usiness sustaina'ility is in jeopar(y, as the current economic crisis has (emonstrate(, .lthou*h /e conten( that there is no conflict 'et/een profit see)in* an( the social mission of the corporation, /e maintain that profit shoul( 'e pursue( in the lon*-term for the sustaina'ility *oal to 'e serve(, Ne/ corporate o/nership an( *overnance (esi*ns that 'rin* nonfinancial sta)ehol(ers at the company helm are an alternative 7Melly, !0028, -hether un(er ne/ or tra(itional or*ani+ational (esi*ns, the -e' !,0 technolo*ies are instrumental for implementin* ne/ 'usiness con(ucts that 'an) on a /i(e 'ase of information contri'utors an( a participatory (ecision ma)in* process, Conclusions Cur paper en(orses the 'elief that the sustaina'le enterprise is the economic pillar of sustaina'le (evelopment, the t/o sustaina'ility concepts 'ein* tie( 'y mutual (epen(ence, 0uil(in* a sustaina'le company is the contri'ution

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sharehol(ers an( mana*ers can ma)e to sustaina'le (evelopment, This can 'e (one 'y ta)in* a lon*-term approach to 'usiness since such an orientation /ill 'rin* the enterprise a tremen(ous stayin* po/er in the current rapi(ly chan*in* environment, 4ncorporatin* relevant sta)ehol(ers3 e;pectations in the portfolio of nee(s to 'e serve( turns out to also serve the economic self-interest of the company, .s /e have ar*ue(, (evelopin* a learnin* or*ani+ation 'rin*s 'etter prospects for company sustaina'ility, The -e' !,0 tools are a po/erful en*ine in the (rive to sustaina'ility via 'uil(in* the learnin* or*ani+ation, %ffective sta)ehol(er en*a*ement is )ey in this process, The online openness an( cooperation reshape the corporate social responsi'ility, Re,erences

1, 0u*in,K,B 5anyi)a,K,B 5iller,.,, 7!00$8 5cMinsey Nlo'al @urvey Results !, ", 4, &, #, , $,
#uilding the Web 2.0 %nterprise http&11%%%.!ckinse$2uarterl$.co!13D.Do%nload.asp45ar62-78 CFn(ea, I,, Con ectures about the relationship among business sustainability, learning organization, and management systems integration, 7!00 8 Revista (e mana*ement Oi in*inerie economicP, vol,#, nr,&, pp, 1"$-14" Melly, 5, 7!0028, 'ot ust for profit, http&11%%%.strateg$+ business.co!1press1ene%sarticle1ene%s02290:5tid62;0<pg6all Porter, 5,%, B Mramer, 5,R, 7!00#8, Strategy ( Society, <arvar( 0usiness Revie/, Iecem'er @en*e, P,, 7!00#8 The )ifth *iscipline+ The Art and ,ractice of the -earning .rganization. Ne/ Aor): Currency Iou'le(ay 0oo)s @orensen 5,, B Pietersen,N, 7!0028 CSR 2.0 http&11blog.actics.co!1,iles1C0R2.0=Actics.pd, 6isser, -,, 7!00$8 The ne" era in Corporate Sustainability and Responsibility, C@R 4nspiration @eries, No, 1 http&11%%%.%a$ne*isser.co!1article=%a$ne*isser=csr=2=0.pd, -einstein, 0,, 7!00 8 /t0s legal, it0s ethical1right2 http&11%%%.business%eek.co!1!anaging1content1oct20071ca2007-0--=8>? 909.ht!5ca!paign=id6rss=null

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