Business and Environment

Business and Environment is a featured research topic and an initiative at Harvard Business School.
 
The vital connection between the natural environment and the business world has long been a central focus of our research at HBS – from Richard Vietor’s study of business-government relations in U.S. energy policy in the 1980’s to Michael Porter’s new concept of the relationship between the environment and competition in the 1990’s. Today, our faculty members focus on corporate environmental strategy, operations and reporting; sustainable cities and infrastructure; the role of government and environmental policy; clean energy generation and demand-side energy efficiency; and the effective management of natural resources essential to human prosperity.

Featured Works

 

  1. Case | HBS Case Collection | March 2019

    The Sustainability Accounting Standards Board (Abridged)

    Julie Battilana and Michael Norris

    In 2014, as the Sustainability Accounting Standards Board (SASB) has just brought former New York City Mayor Michael Bloomberg on as chairman of the board, Jean Rogers, founder and CEO, struggles with how best to ensure the nonprofit’s financial sustainability while pushing for broad acceptance of its nonfinancial accounting metrics.

    Keywords: sustainability; sustainability reporting; reporting; Environmental Sustainability; Accounting; Accounting Industry; United States;

    Citation:

    Battilana, Julie, and Michael Norris. "The Sustainability Accounting Standards Board (Abridged)." Harvard Business School Case 419-058, March 2019.  View Details
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  2. Case | HBS Case Collection | March 2019

    Profits, Politics, and Pipelines: Europe, Russia, and the Challenge of Nord Stream 2 (A)

    Rawi Abdelal, Galit Goldstein, Cressida Arkwright and Khilola Zakhidova

    Proposed in 2012, Nord Stream 2 was a pipeline project that aimed to bring natural gas directly from Russia to Europe beneath the Baltic Sea. Gazprom, an energy company with deep ties to the Russian state, hoped to manage the project in association with a consortium of European companies. The pipeline appeared to be a rational investment for these companies, many of whom had working relationships with Gazprom. However, some European voices argued that the project went against the European Union’s security and foreign policy goals. Nord Stream 2 would allow Gazprom to bypass Ukraine as a gas transit country, threatening Ukraine’s economy and energy security. The European Union attempted to influence the project through new, supranational regulations meant to uphold transparency and competition in European gas markets. The beginning of the Ukraine crisis in 2014 significantly upped the stakes for Nord Stream 2, as some began to question Europe’s ability to meaningfully take action in the face of kinetic provocation. It was unclear whether pro- or anti-Nord Stream 2 actors would emerge successful, in a battle of wills that would have resonating consequences for Russia’s economy, the European Union’s legitimacy, and the emerging multipolar world order at large.

    Keywords: Analysis; Business Ventures; Business Plan; Communication Strategy; Cost vs Benefits; Decisions; Trade; Energy; Energy Sources; Non-Renewable Energy; Geography; Global Range; Geopolitical Units; Country; Globalization; Cross-Cultural and Cross-Border Issues; Global Strategy; Globalized Economies and Regions; Globalized Firms and Management; Globalized Markets and Industries; Multinational Firms and Management; Government and Politics; Government Legislation; International Relations; National Security; Law; Contracts; Lawfulness; Laws and Statutes; Problems and Challenges; Relationships; Business and Government Relations; Business and Shareholder Relations; Risk and Uncertainty; Society; Public Opinion; War; Strategy; Business Strategy; Diversification; Expansion; Energy Industry; Utilities Industry; Russia; Europe; Germany; Poland; North and Central America; North America; United States;

    Citation:

    Abdelal, Rawi, Galit Goldstein, Cressida Arkwright, and Khilola Zakhidova. "Profits, Politics, and Pipelines: Europe, Russia, and the Challenge of Nord Stream 2 (A)." Harvard Business School Case 719-060, March 2019.  View Details
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  3. Case | HBS Case Collection | March 2019

    The DivaCup: Navigating Distribution and Growth

    Ayelet Israeli

    When the mother-daughter founders of DivaCup set out with a mission to disrupt the menstrual care industry with an innovative product form, they initially struggled to gain legitimacy and convince retailers to carry their unique product. Fifteen years later, the product was available online and in more than 35,000 retail stores worldwide, and the company was struggling with omnichannel distribution challenges and frequent violations of their pricing policy due to intense competition among channel partners. International distribution and the prevalence of gray market sellers were causing large price dispersions across markets, which was harming the brand further. In October 2018, the entry of a formidable competitor, P&G (owner of menstrual care brands Tampax and Always), into the niche product segment causes the CEO and her team to consider the best plan to reposition and differentiate its product to broaden its appeal to users of other product forms, while maintaining its market leadership in the menstrual cup segment. This challenge is made more difficult due to prevalent miseducation about menstrual care and menstrual cups in particular.

    Keywords: female; female ceo; Female Entrepreneur; female protagonist; health ＆ wellness; healthcare; price policies; minimum advertised price; differentiation; positioning; Growth; Health; Health Care and Treatment; Price; Disruption; Distribution; Distribution Channels; Competitive Strategy; Competition; Growth Management; Mission and Purpose; Product Development; Product Marketing; Product Launch; Product Positioning; Advertising; Business Startups; Internet; Entrepreneurship; Social Entrepreneurship; Social Issues; Social Enterprise; Retail Industry; Medical Devices and Supplies Industry; Manufacturing Industry; Health Industry; Green Technology Industry; Education Industry; Distribution Industry; Consumer Products Industry; Canada; United States; United Kingdom;

    Citation:

    Israeli, Ayelet. "The DivaCup: Navigating Distribution and Growth." Harvard Business School Case 519-055, March 2019.  View Details
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  5. Editorial | Harvard Business Review (website) | 2019

    Yes, Sustainability Can Be a Strategy

    Ioannis Ioannou and George Serafeim

    Keywords: sustainability; Sustainability Management; sustainability standards; strategy; Business Strategy; competitive advantage; Corporate performance; CSR; environmental sustainability;

    Citation:

    Ioannou, Ioannis, and George Serafeim. "Yes, Sustainability Can Be a Strategy." Harvard Business Review (website) (February 11, 2019).  View Details
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  6. Case | HBS Case Collection | January 2019

    CrossBoundary Energy

    John Macomber

    Almost 500 million people are without electricity in sub-Saharan Africa. Governments and public utilities are challenged to bring generation and distribution to most of them. Considerable promise exists in “off-grid” or “mini-grid” technologies, notably using renewable energy from wind and photovoltaics in areas that have plentiful supplies of both yet limited access to traditional fuels due to other infrastructure constraints. Cross-Boundary is an experienced consulting firm and transaction facilitator run by several Harvard and Stanford MBAs, some with recent military experience.
    In the case, the company needs to analyze and select which of two nations in Africa to enter next (Tanzania or Ghana) based on many aspects of each nation, has to decide which kinds of customers to serve who will compensate it directly for electricity, and whether to partner with developers and contractors or build that capability in-house.
    Critically, the company has to evaluate as it matures whether it should be a) an aggregator of capital from multiple investing and lending sources, investing in a vendor agnostic manner into multiple energy developers and projects which it identifies from afar; or b), whether to be primarily a large scale multi-national competitive energy developer and project delivery company needing to attract capital from many sources, all of whom are selecting between several other developers and investment opportunities. What is their key value added and where can they build a defensible strategy? Which one best accomplishes the goal of matching up money and projects to help illuminate Africa?

    Keywords: energy investing; economic development; Renewable Energy; Business Growth and Maturation; Developing Countries and Economies; Project Finance; Emerging Markets; Industry Structures; Infrastructure; Segmentation; Private Equity; Decision Choices and Conditions; Energy Industry; Utilities Industry; Africa; Tanzania; Ghana;

    Citation:

    Macomber, John. "CrossBoundary Energy." Harvard Business School Case 219-089, January 2019.  View Details
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  7. Case | HBS Case Collection | January 2019 (Revised March 2019)

    Should a Pension Fund Try to Change the World? Inside GPIF's Embrace of ESG

    Rebecca Henderson, George Serafeim, Josh Lerner and Naoko Jinjo

    In the fall of 2018, Hiro Mizuno, the Chief Investment Officer (CIO) of GPIF, the Japanese Government Pension Fund, was reflecting on his efforts to integrate Environmental, Social and Governance (ESG) issues into every aspect of GPIF’s portfolio. His efforts ranged from constructing new stock market indices based on ESG data, changing the compensation and incentives of active investment managers and passive funds, pushing for more corporate sustainability reporting and integrated reporting, and establishing collaborations with other asset owners to drive systems level change. He was convinced that the only way to meet his responsibilities to his beneficiaries was to improve the performance of the entire economy through a focus on improving corporate governance, increasing inclusion in the workplace and gender diversity and reducing environmental damage and progress towards tackling climate change. The early results from his efforts were promising, but was there more he could do?

    Keywords: pension funds; ＂ESG (environmental, social, governance) performance; Investment Funds; Environmental Sustainability; Social Issues; Governance; Leading Change; Economy; Performance Improvement; Japan;

    Citation:

    Henderson, Rebecca, George Serafeim, Josh Lerner, and Naoko Jinjo. "Should a Pension Fund Try to Change the World? Inside GPIF's Embrace of ESG." Harvard Business School Case 319-067, January 2019. (Revised March 2019.)  View Details
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  8. Working Paper | HBS Working Paper Series | 2019

    Understanding and Overcoming Roadblocks to Environmental Sustainability. Past Roads and Future Prospects

    Ann-Kristin Bergquist, Shawn A. Cole, John Ehrenfeld, Andrew A. King and Auden Schendler

    This working paper examines key barriers to business sustainability discussed at a multidisciplinary conference held at the Harvard Business School in 2018. Drawing on perspectives from both the historical and business literatures, speakers debated the historical success and future opportunities for voluntary business actions to advance sustainability. Roadblocks include misaligned incentives, missing institutions, inertia of economic systems, and the concept of sustainability itself. It appears that overcoming these roadblocks will require systematic interventions and alternative normative concepts.

    Keywords: Environmental Sustainability; Problems and Challenges; History; Governing Rules, Regulations, and Reforms; Opportunities;

    Citation:

    Bergquist, Ann-Kristin, Shawn A. Cole, John Ehrenfeld, Andrew A. King, and Auden Schendler. "Understanding and Overcoming Roadblocks to Environmental Sustainability. Past Roads and Future Prospects." Harvard Business School Working Paper, No. 19-067, January 2019.  View Details
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  9. Working Paper | HBS Working Paper Series | 2018

    Corporate Sustainability: A Strategy?

    Ioannis Ioannou and George Serafeim

    We explore the extent of adopting sustainability practices over time and the implications for firm performance. We find that for almost all industries, sustainability practices converge within an industry over time, implying that they spread as common practices. We also find that the extent of convergence across industries is associated with the adoption of sustainability by the industry’s market leaders and the relative importance of environmental and social issues compared to governance issues. Further, we distinguish between a set of sustainability practices on which companies converge within an industry, which we term “common practices,” and a set on which they do not, which we term “strategic.” We subsequently explore performance implications and find that the adoption of strategic sustainability practices is significantly and positively associated with both return on capital and expectations of future performance as reflected in price to book valuation multiples, whereas the adoption of common sustainability practices is reliably correlated only with expectations of future performance. Overall, we provide evidence about the role of sustainability as a long-term corporate strategy and as a common practice.

    Keywords: sustainability; Corporate performance; industry analysis; Corporate Social Responsibility and Impact; Environmental Sustainability; Strategy; Performance; Corporate Strategy;

    Citation:

    Ioannou, Ioannis, and George Serafeim. "Corporate Sustainability: A Strategy?" Harvard Business School Working Paper, No. 19-065, January 2019.  View Details
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  10. Case | HBS Case Collection | December 2018

    Bord Bia: Strategically Growing Irish Exports

    Jose B. Alvarez, Forest L. Reinhardt and Emer Moloney

    Agriculture was Ireland’s largest indigenous industry. Its agri-food sector was export-driven, with almost 90% of production exported. Bord Bia was the Irish government agency charged with the promotion, trade development and marketing of the Irish food, drink and horticulture industry. Bord Bia's CEO, Tara McCarthy, was shaping the government agency's new strategy amid a volatile socio-political environment (with Brexit and other cross-border trade issues) and in light of consumer trends in the macro food and drink industry.

    Keywords: Agribusiness; Trends; Disruption; Communication Strategy; Experience and Expertise; Talent and Talent Management; Public Sector; Trade; Education; Food; Geography; Geographic Location; Rural Scope; Corporate Governance; Government Administration; Information; Knowledge Dissemination; Marketing Channels; Brands and Branding; Marketing Communications; Marketing Strategy; Planning; Business and Government Relations; Environmental Sustainability; Public Opinion; Business Strategy; Diversification; Agriculture and Agribusiness Industry; Food and Beverage Industry; Public Administration Industry; Retail Industry; Republic of Ireland; United Kingdom; Europe;

    Citation:

    Alvarez, Jose B., Forest L. Reinhardt, and Emer Moloney. "Bord Bia: Strategically Growing Irish Exports." Harvard Business School Case 519-043, December 2018.  View Details
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    11.  
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Initiatives & Projects

  • Business & Environment

    The Business and Environment Initiative seeks to deepen business leaders' understanding of today’s environmental challenges and to assist them in developing effective solutions.

  • Social Enterprise

    The Social Enterprise Initiative at HBS applies innovative business practices and managerial disciplines to drive sustained, high-impact social change.

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Faculty

HBS Working Knowledge

Pic
re Ray A. Goldberg
The public is losing trust in many institutions involved in putting food on our table, says Ray A. Goldberg, author of the new book Food Citizenship. Here's what needs to be done.
Pic
re Jose B. Alvarez
Up to 40 percent of food grown in the United States for human consumption is wasted. But solutions are starting to come together from retailers, farmers, academics, policy makers, and social service
Government agencies can be "captured" by the very companies or industries they regulate. Looking at how genetically altered food products are approved, Assistant Professor Shon R. Hiatt finds unexpec

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Harvard Business Publishing

Article
by Michael E. Porter and Mark R. Kramer
Case
by Rebecca Henderson, George Serafeim, Josh Lerner and Naoko Jinjo

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