Abstract
| Original language | English |
|---|---|
| Pages (from-to) | 384 - 392 |
| Number of pages | 9 |
| Journal | Sustainability Accounting, Management and Policy Journal |
| Volume | 4 |
| Issue number | 3 |
| DOIs | |
| Publication status | Published - 2013 |
Cite this
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Sustainability reporting and performance management in universities. / Adams, Carol Alison.
In: Sustainability Accounting, Management and Policy Journal, Vol. 4, No. 3, 2013, p. 384 - 392.Research output: Contribution to journal › Article › Research › peer-review
TY - JOUR
T1 - Sustainability reporting and performance management in universities
AU - Adams, Carol Alison
PY - 2013
Y1 - 2013
N2 - Purpose: This article aims to provide a perspective on sustainability reporting and performance management in the university sector making a case for increased accountability, improved (management of) performance and greater innovation in approach. Design/methodology/approach: The author provides a personal perspective drawing on experience in sustainability standard setting and as a sustainability researcher, advisor and practitioner in the university sector and others. Findings: The paper finds that university practice in sustainability reporting and performance management significantly lags other sectors and falls far short of optimising the potential of the sector to influence transformational change through knowledge transfer. Research limitations/implications: The paper suggests some areas for further research. Practical implications: This article makes a case for increased sustainability performance management and reporting in universities arguing that it would lead to increased accountability and improved performance. It calls for social, environmental and economic sustainability to integrated into university processes. The paper has implications for university policy makers and regulators. Originality/value: Little attention has been paid to the university sector in the sustainability reporting and social responsibility literature or indeed in recognised standards for sustainability reporting and management.
AB - Purpose: This article aims to provide a perspective on sustainability reporting and performance management in the university sector making a case for increased accountability, improved (management of) performance and greater innovation in approach. Design/methodology/approach: The author provides a personal perspective drawing on experience in sustainability standard setting and as a sustainability researcher, advisor and practitioner in the university sector and others. Findings: The paper finds that university practice in sustainability reporting and performance management significantly lags other sectors and falls far short of optimising the potential of the sector to influence transformational change through knowledge transfer. Research limitations/implications: The paper suggests some areas for further research. Practical implications: This article makes a case for increased sustainability performance management and reporting in universities arguing that it would lead to increased accountability and improved performance. It calls for social, environmental and economic sustainability to integrated into university processes. The paper has implications for university policy makers and regulators. Originality/value: Little attention has been paid to the university sector in the sustainability reporting and social responsibility literature or indeed in recognised standards for sustainability reporting and management.
UR - http://www.emeraldinsight.com/journals.htm?articleid=17098040
U2 - 10.1108/SAMPJ-12-2012-0044
DO - 10.1108/SAMPJ-12-2012-0044
M3 - Article
VL - 4
SP - 384
EP - 392
JO - Sustainability Accounting, Management and Policy Journal
JF - Sustainability Accounting, Management and Policy Journal
SN - 2040-8021
IS - 3
ER -