Inderscience Publishers

Crisis aversion and sustainable strategic management (SSM) in emerging economies

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Recent research has challenged the long-term viability of traditional competitive strategies, primarily from environmental and ecological points of view and has sought to bridge the gap between these ostensibly contradictory perspectives. This paper builds on previous work by considering the notion of sustainable strategic management (SSM) in emerging economies. Emerging countries can harbour crisis threats that impede efforts toward sustainability. Effective management of the environmental, economic and social responsibility issues is critical to the success of any SSM plan. These functional areas are at the core of any society's existence and must be monitored and managed for any sustainability efforts to be successful. Two disparate cases – Chile and Poland – are discussed to illustrate the significance and difficulty of implementing SSM efforts in emerging economies. Implications and directions for future research are presented.

Keywords: sustainability, sustainable development, emerging economies, developing countries, crisis aversion, competitive strategies, environmental factors, environment, ecological factors, ecology, economic factors, social responsibility, Chile, Poland, crisis management, emergency management, sustainable strategic management

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