此碩士論文旨在分析兩家分別在亞洲和歐洲鋼鐵企業的企業永續經營管理。此 論文採用比較個案研究法來檢視位於台灣的 中國鋼鐵公司 及位於奧地利的 Voestalpine 奧鋼聯集團 之永續策略的實踐。為了達到研究目的,此論文包括文 獻探討及深度訪談研究法來深入比較兩家公司的策略;研究結果顯示兩家公司皆 同意需要跳出企業財務績效的框架,並回應環境以及社會的需求;不僅如此,訪 談結果也指出兩家受訪公司的整合及實行企業永續經營策略也略有相似之處。然 而,兩家公司推行及實施永續發展的動機有所不同。由於研究限制,此碩士論文 的研究對象只限縮於兩家公司,因此提供未來研究者更多彈性以更深入研究其他 產業、企業及國家之永續發展管理策略。

The master thesis analyzes the corporate sustainability management of two companies in the steel industry in Asia and Europe. In a comparative case study, the sustainability practices of the Taiwanese company “China Steel Corporation” and the Austrian company “voestalpine Group” are examined. In order to achieve this, a literature review as well as in-depth interviews with the case companies have been conducted. The findings show that both companies recognize the need to act beyond financial matters and respond to environmental and social needs. Furthermore, the study reveals that both case companies integrate and implement corporate sustainability in a somewhat similar way. However, the case companies differ in their motivations to engage in sustainability. As limitations to the study should be noted that only two case companies were analyzed, which provides great scope for the analysis to be applied to other companies, industries and countries.

THESIS VALIDATION LETTER i
中文摘要 ii
ABSTRACT iii
TABLE OF CONTENTS iv
LIST OF TABLES vii
LIST OF FIGURES vii
1 INTRODUCTION 1
1.1 BACKGROUND & CONTEXT 1
1.2 DOW JONES SUSTAINABILITY INDICES 2
1.3 AIM OF THE MASTER THESIS DISSERTATION 2
1.4 STRUCTURE OF THE THESIS 5
2 LITERATURE REVIEW 6
2.1 DEFINITIONS 6
2.1.1 Corporate Sustainability (CS) 7
2.1.2 Corporate Social Responsibility (CSR) 9
2.1.3 Similarities and Differences of CS and CSR 10
2.2 ANALYSIS OF CS PRACTICE – ‘TRIPLE I’ APPROACH 11
2.2.1 Intention 12
2.2.2 Integration 13
2.2.3 Implementation 14
2.3 BENEFITS AND COSTS OF CS IMPLEMENTATION 15
2.3.1 Financial Performance and Cost Efficiency 16
2.3.2 Risk Reduction 17
2.3.3 Corporate Reputation and Stakeholder Relationships 18
2.3.4 Employee Motivation, Talent Management & Innovation 19
2.4 CORPORATE SUSTAINABILITY DEVELOPMENT – STAKEHOLDER THEORY 20
2.5 CS IN ASIAN AND WESTERN COMPANIES 25
2.5.1 The Asian Context 26
2.5.2 The Western Context 28
3 RESEARCH METHODOLOGY 30
3.1 LITERATURE REVIEW AND CS REPORTS 30
3.2 MULTIPLE CASE STUDY 30
3.2.1 China Steel Corporation 31
3.2.2 Voestalpine Group 32
3.3 IN-DEPTH INTERVIEWS 33
3.3.1 Underlying Research Framework 33
3.3.2 Dow Jones Sustainability Indices 34
3.3.3 Interview Partners and Process 36
4 ANALYSIS AND FINDINGS 38
4.1 WHY DO THE CASE COMPANIES ENGAGE IN SUSTAINABILITY AND WHICH ROLE
DOES CS PLAY? 38
4.2 TO WHAT EXTENT IS CS INTEGRATED IN THE CASE COMPANIES’ CORE BUSINESS? 42
4.3 WHAT ARE THE MECHANISMS OF IMPLEMENTING SUSTAINABILITY MANAGEMENT
WITHIN THE CASE COMPANIES? 46
4.4 WHICH ACTIONS ARE THE CASE COMPANIES TAKING IN THE FOLLOWING AREAS? 52
4.4.1 Codes of Business Conduct 52
4.4.2 Corporate Governance 55
4.4.3 Environmental Policy & Management Systems (EMS) 56
4.4.4 Operational Eco-Efficiency 57
4.4.5 Human Capital Development 58
4.4.6 Materiality 59
5 DISCUSSION 65
5.1 WHY DO THE CASE COMPANIES ENGAGE IN SUSTAINABILITY AND WHICH ROLE
DOES CSM PLAY? 65
5.2 TO WHAT EXTENT IS CS INTEGRATED IN THE CASE COMPANIES’ CORE BUSINESS? 66
5.3 WHAT ARE THE MECHANISMS OF IMPLEMENTING SUSTAINABILITY MANAGEMENT
WITHIN THE CASE COMPANIES? 68
5.4 WHICH ACTIONS ARE THE CASE COMPANIES IN THE THREE HIGHEST AND THREE
LOWEST-SCORED DJSI AREAS TAKING? 70
6 CONCLUSION 74
REFERENCES 77
APPENDIX 84
APPENDIX 1: INTERVIEW GUIDE 84
APPENDIX 2: OPERATIONAL ECO-EFFICIENCY AT CSC 89
APPENDIX 3: OPERATIONAL ECO-EFFICIENCY AT VOESTALPINE 90

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