During the last 20 years, a relatively small number of companies have integrated social and environmental policies in their business model 1 and operations, on a voluntarily basis. We posit that these policies reflect the underlying culture of the organization, a culture of sustainability where environmental and social performances, in addition to financial performance, are important. These policies also forge a stronger culture of sustainability by making explicit the values and beliefs that underlie the mission of the organization. We view culture consistent with Hills and Jones (2001), as ―the specific collection of values.
