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The purpose of this study is to examine the application of sustainable building design and operation within a university setting to determine its economic efficacy and potential for further university investment.

This study incorporated a life cycle cost analysis (LCCA), simple payback period and discounted payback period calculations to determine the return on investment, including a sensitivity analysis when comparing the energy use and financial benefits of the sustainable design of a multi-use facility at Toronto Metropolitan University with buildings of similar size and use-type.

It was found that there is a positive business argument for Canadian Universities to consider the use of sustainable design to reduce energy use and greenhouse gas (GHG) emissions. A reasonable payback period and net present value within an institutional context were determined using a life-cycle cost assessment approach.

This study was limited to the measure of only a single location. Certain assumptions regarding energy pricing and interest rates and the related sensitivities were anchored on a single year of time, and the results of this study may be subject to change should those prices or rates become significantly different over time. Considerations for future research include a longitudinal approach combined with a more detailed analysis of the effect of use-type on the variables discussed.

For university administrators, the results of this study may encourage institutions such as universities to approach new building projects through the lens of energy efficiency and environmental sustainability.

GHG emissions are a well-proven contributor to global climate change, and buildings remain a significant source of GHG emissions in Canada due to their winter heating and summer cooling loads. As a result, sustainable building design on university campuses can mitigate this impact by optimizing and reducing energy consumption.

Research related to the economic evaluation of sustainable building design on university campuses is generally limited, and this study represents the first of its kind in regard to an LCCA of a sustainably designed building on a Canadian University campus.

This paper aims to examine empirically if the encouragement by government policy of merger and acquisition activity involving municipal and provincially owned electricity distribution utilities (LDCs) in the Province of Ontario has had positive effects in terms of value creation, operating performance and economies of scale.

It was anticipated that with LDC consolidation, there will be increased operational efficiency and improvement in the cost-effectiveness of the merged electrical utility. Using matched pairs dependent t-testing and Wilcoxon signed-rank testing, the authors compared data for three years before and after the merger or acquisition of 16 municipal utilities (616 total observations) to determine if there were any statistically significant changes (positive or negative) in measures of financial, operational and service efficiency.

The findings indicate statistically significant increases in debt as a percentage of shareholder equity in post-merger/acquisition utilities and consequently leveraged higher returns on equity. However, there were no statistically significant changes in financial, operational or service efficiency measures (with the exception of decreased efficiency in telephone response).

A total of 16 mergers or acquisitions were reviewed involving 32 of 79 LDCs, with the research implications pointing to a need for existing policy to be reviewed to determine whether a more detailed examination is required by the provincial energy regulator, including a closer examination of managerial motives, before approving mergers between municipal electricity distributors. This research involves only a quantitative approach and further research would examine these transactions using qualitative measures for a deeper examination as to managerial motives.

The results suggest that the mergers or acquisitions to date have served only to increase shareholder risk without improvement in other financial, operational or service efficiencies, a contradiction to the rationale behind the Province’s merger policy.

The consolidation policy for Ontario LDCs has not resulted in any statistically significant improvement in electricity rates or service for consumers.

This paper is the first examination of the effects of Ontario’s LDC consolidation policy in terms of specific financial, operational and service efficiency measures.

This paper seeks to examine the importance of corporate social and environmental initiatives to extractive sector firms and by measuring the level of social, environmental and economic sustainability in 128 countries around the world and applying these measures to a framework comprised of a sustainability indices matrix, and identifying certain strategic approaches to social and environmental practices.

The matrix contains eight categories of sustainability attainment and a k‐means cluster analysis is employed to identify what countries belong to each of these categories and to what extent these clusters identify countries with similar characteristics that may impact the focus of corporate social and environmental performance practices for extractive sector firms wishing to pursue projects in those countries.

The study finds that, in those jurisdictions where social and environmental sustainability is well established, extractive sector firms are required to deal with established rules and regulations that require a more reactive strategic approach. The various combinations of sustainability levels amongst the many countries around the globe require various combinations of strategies related to corporate social and environmental performance.

The realization that, today, extractive sector firms who choose to ignore the need for appropriate corporate social and environmental performance are risking increased costs arising from social and environmental damage created by their projects supports the need to create pro‐active strategies for addressing social and environmental responsibility.

This paper's contribution is the development of a framework for measuring the component levels of sustainable development and clustering a large number of countries into specific categories with recommended approaches to social and environmental sustainability strategies.

This paper serves to discuss the benefit of applying scenario‐planning techniques to more traditional approaches to strategy development in helping firms deal with uncertainty and evolutionary change in their surrounding environment. Assessing this environment provides insight into the unique changes, the implications these changes have on a firm's strategies, and the creation of special techniques required to understand them. One of these special techniques is scenario planning. Any study of the relationship between strategy, environment and performance must include variables that involve business scope and resource commitments.

A review of the research literature on the use and benefits of both the traditional approaches and the scenario approach to constructing the future strategy of a firm in a changing environment is undertaken.

The results suggest that a better understanding of the performance of firms within a changed environment can be achieved using the combination of a PESTEL analysis, internal resource analysis and the use of scenarios. This reformulation equation creates a model of a possible environment in which the firm must operate and an investigation of the strategic implications of various scenarios to the firm.

This paper is unique in that it marries the traditional approaches to strategy development with the application of scenario planning. It is of benefit to managers and strategic planners by illustrating how a firm may better develop insight into how it should formulate and implement its strategy in order to retain or create a competitive advantage in the changed environment in which it operates.

The purpose of this paper is to present the results of research undertaken to test the use of traditional strategic approaches in developing competitive advantage through the assessment of the importance to small‐ and medium‐sized firms of cost and services available in a competitive retail market.

A survey involving 181 small‐ and medium‐enterprises provided responses to a questionnaire that measured the importance of key success factors to the customer when making a decision regarding their choice of natural gas supplier.

The findings suggest that, the use of a low‐cost strategy alone may not be sufficient to create a competitive advantage for suppliers and that a hybrid strategy of cost, service quality, enhanced communication and unbundled services will.

The sample was limited to natural gas customers in Ontario, Canada at a specific period of time in the deregulation process reducing the ability to generalize results across other regions and other energy types. This limitation is defended by the recognition that the importance of variables measured is consistent between regions and energy types.

Energy suppliers can create a competitive advantage over their competition if they can differentiate themselves through the application of enhanced service quality and communications.

Little, if any, empirical research exists that addresses the response of customers to strategic approaches of suppliers in deregulating energy markets.

The paper seeks to offer a novel perspective on “deep benefit management” in inclusive business ventures at the Base‐of‐the‐Pyramid (BoP). Furthermore, it explores tensions between social impact creation and financial objectives in multinational corporations (MNCs).

The paper opts for an exploratory research design using empirical data, including an expert interview survey and expert discussions. Data is supplemented by documentary analysis, including corporate publications as well as case and impact studies. The paper applies a nested cross‐case comparison of three sustainability driven initiatives of PHILIPS Electronics.

The paper provides empirical insights on value creation for customers and partners. Findings indicate the need for “external benefit management”. In addition, MNCs can gain financial as well as non‐financial benefits by venturing at the BoP. “Internal benefit management” should consider employee engagement, reputation, and partnering capabilities. Nevertheless, results indicate conflicts between social and financial objectives to which employees respond with “social intrapreneurship”.

Due to the research methodology, results may not be generalized. Future research is encouraged to corroborate findings.

The paper develops deep benefit management as a powerful tool to plan, manage, and assess value creation in inclusive BoP ventures. Further, the paper proposes to establish protective space in MNCs to capitalize on social intrapreneurship.

This study provides an enhanced understanding of benefits of and barriers for inclusive business. Novel insights on social intrapreneurship are provided additionally.

In this paper, I examine Philip Selznick’s sustained engagement with the problems of organizational responsibility and integrity. I first discuss how Selznick conceived of integrity and responsibility, and the role of institutionalization in creating an organizational and institutional context conducive for reinforcing organizational integrity and responsibility. I then turn to how organizational integrity and responsibility can be problematical, highlighting threats Selznick identified in his work that be believed represented significant challenges for organizations and their leaders. I end the paper by considering where other organizational scholars have been able to pursue research relevant to the problems of organizational integrity and responsibility, and where there might be opportunities for further research on these problems and related issues.

Organizations face challenges in volatile, uncertain, complex and ambiguous (VUCA) environments. It is vital to manage the change’s rate and magnitude in new and different ways to stay competitive. This study focuses on the phenomenon of scenario planning that can help organizations proactively plan for, react and adapt to VUCA forces if and when they occur.

Based on an extensive academic and practitioner literature review, we posit that corporate scenario planning involves eight different practical applications and associated benefits. These include risk identification, assessing uncertainty, organizational learning, options analysis, strategy validation and testing, complex decision-making, strategic nimbleness and innovation. We offer a novel typology and propose a more complete and holistic model of the scenario planning application and its intended outcomes. Mini-case studies from various sectors illustrate the process. The model demonstrates the relationship between different benefit-driven applications - inputs, process and output benefits – and identifies opportunities for further research.

A previous typology study classified “what” and “why” related scenario planning research and literature. However, the why or associated benefits were not broken down at any level of detail, representing a gap in explaining the actual value of this management tool. The current study proposes a novel “why” focused typology of scenario planning benefits based on an extensive literature review. The novel typology adorned several benefits of scenario planning in an integrated model explained using systems theory. These benefits included risk, uncertainty, options analysis, strategic flexibility, complex decision-making, strategy testing and validation, innovation and organizational learning.

First time in the literature, the relationship between input, process and output benefits of scenario planning is explained using systems theory. The novel typology proposed illustrates the practical applications of scenario planning in one complete model.

This study aims to investigate the evolution of factors that influence the current and future use of video streaming applications by Millennial consumers.

Combining technology acceptance, perceived values and user identity theory this study used factor analysis and multiple regression to examine data from a survey of 292 university undergraduates.

Millennial’s current and future use of video streaming services remains driven more by social and emotional values and their effect on identity salience with their choice of content. Ease of use, convenience and monetary value remains less of an influence currently but may become more important in the future with the continued maturity of the industry.

The results of this study suggest that video streaming service providers should be developing business models that recognize the increasing importance of emotional appeal and self-identity of their service offerings as the industry matures and competition increases.

The research is novel in addressing future video streaming service provision by examining changes in young consumer behaviour over time within a similar sample population and considering the growth and technological advancement of video streaming services. The results are significant in addressing the gap that exists in understanding whether perceived values for technology adoption of the same product or service by millennials change over time and the implications that have for product and service providers.

This paper investigates the substance of institutions in the context of business ethics. In particular, I test a theory of stakeholder attention to resource commitments by firms that implement the Ethics and Compliance Officer (ECO) position, from 1990 to 2008. Results support the hypothesized curvilinear relationship between resource commitments and stakeholder attention – while both high and low levels of ECO implementation generate low levels of reported ethics transgressions (the former due to good firm behavior and the latter due to stakeholder disengagement), moderate ECO implementation produces elevated transgression reports (due to raised expectations and increased engagement). Contrary to extant theory, results are consistent across both internal and external firm stakeholder groups.