The Influence of Triple Bottom Line on Strategic Positioning: An Exploratory Case Study on Differentiation through Image.

摘要

This qualitative study explored the influence of triple bottom line (TBL) on strategic positioning through image differentiation. An action-research approach using multiple sources of data was used to conduct the study at Johnson Controls, a global organization. In addition to annual reports, public corporate documents, and online material, 23 in-depth semi-structured interviews were conducted with employees at the organization. Grounded Theory technique was used for data analysis.;The results of this study found that TBL is embedded in strategic positioning and influenced by the degree of business alignment in the organization. TBL is emphasized because it is 1) embedded in the culture of the organization, 2) a source for business advantage, 3) aligned with the organization's offerings, and 4) implicitly integrated into the organization's strategic priorities. Strategic priorities and thought leadership are differentiators that enable the organization to achieve its strategic position. The study also showed that the TBL image as a differentiator has a positive influence on the organization as a source for business advantages. The Influence of TBL on Strategic Positioning Framework was created to illustrate how embedded TBL is connected to strategic positioning. The framework provides practitioners in strategic planning and human resources with understanding of how TBL influences strategic positioning though image differentiation as they develop key long-term strategies for the organization. The propositions that emerged from this study suggested the links connecting TBL, strategic positioning, differentiation, and image. The propositions support the findings and provide the platform needed to build future research agendas in the TBL field.