A systematic review and synthesis of research and practice : linking an organisation's strategic planning with a national vision for a sustainable future : the case of FNB Namibia

[摘要] ENGLISH ABSTRACT: A global shift towards sustainable practices is evident. Multi-stakeholder Collaboration has emerged as a key success factor in reaching a shared sustainable future. Global initiatives such as the United Nations Millennium Development Goals and more recently the United Nations Sustainable Development Goals aim to inform these collaborative relationships. On a national level, it thus calls for national development plans and subsequent policy-making to follow suit. However, evidence of the collaboration in planning towards a shared sustainable future is lacking, and even more so in developing countries such as Namibia. This hinders the potential shared value to be derived by all stakeholders and leads to the identification of the need to better understand how organisations can link their strategic planning to a national vision for a sustainable future.This study thus had the aim to fill the gap identified by firstly systematically examining the literature for evidence of the purposeful inclusion of sustainability in the strategic planning processes of organisations and how this is done. In addition, a focused case study approach was followed to explore the business imperative for a sustainable future in FNB Namibia as well as how FNB Namibia linked their strategic planning to a national vision for a sustainable future.The literature review, focused on the intersect between corporate sustainability, strategic planning, and national planning, provided the background for selecting the keywords to be used in the systematic literature review as well as in compiling the semi-structured interview guide. FNB Namibia was selected as sampling unit through the means of purposive sampling. Semi-structured interviews were conducted with the executive management combined with content analysis on the annual report of FNB Namibia.Results of the systematic literature review suggest that the context in which organisations operate are strongly influenced by the political environment. Shared value creation in terms of social, economic and environmental capital is thus created within a specific political sphere.As a result of the synthesis between primary and secondary research findings, a model is proposed which might be utilised to map the current strategic mode the organisation is operating from and how this in turn informs their strategy. Practitioners can also use the model as integration tool towards a shared vision for a sustainable future.Future research could focus on expanding the model to include strategic planning implementation best practices.Keywords: corporate sustainability, corporate social responsibility, stakeholder theory, corporate governance, shared value, strategic planning, national development plan.

[发布机构] Stellenbosch University