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The interdependence of management control systems and conflict resolution between sustainability and profitability : a case study of Grieg Star

Muff, Ingrid Helmersen; Nilsen, Vilde McKellar
Master thesis
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URI
https://hdl.handle.net/11250/2735842
Date
2020
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  • Master Thesis [4657]
Abstract
With a foundation from the extensive literary debate on the profitability of sustainability, this

study will look into how an organisation can achieve a triple bottom line. Companies are

seeking advice on how to manage the increased sustainability demands from institutions, and

the maritime sector is no exception. The purpose of this study is to contribute with valuable

insight on the concept of conflict management between sustainability and profitability.

Hence, the research question this study aims to answer is how are the management control

systems in an organisation influencing, and being influenced by, the managers’ approach to

solving conflicts between sustainability and profitability?

To investigate the research question there is a need for in-depth data. Therefore, we have

conducted a single case study of Grieg Star, with primary data gathered from seven semistructured

interviews of managers and employees. Secondary data, such as annual reports

and information from websites, has enabled a longitudinal time horizon. In addition, an

interview with a maritime expert from the Norwegian University of Science and Technology

(NTNU) has provided a valuable understanding of the industry.

The study is structured in accordance with the Levers of Control framework. The empirical

findings indicate that compliance with internal policies is a high priority in Grieg Star. In

this regard, external institutions seem to have a strong influence on internal rules and

policies concerning sustainability, while the financial policies originate from within the

organisation. In terms of the control tool of measurements and targets, the quantifiable

factors are given precedence over non-quantifiable factors. Furthermore, as part of a valuedriven

company, the employees find guidance and motivation from the values that pervade

the organisation. Discussions and opportunity seeking are also important tools at all levels in

the organisation, leading to strong initiatives particularly towards sustainable development.

Based on the empirical findings, it was discovered that the levers of control had an order of

priority rather than a balanced use in Grieg Star. Furthermore, we found that cognitive

integration of the control tools is crucial to achieve a balanced prioritisation of sustainability

and profitability in an organisation. Our findings suggest that companies should be aware of

the order of priority and cognitively integrate the management control tools to achieve a

successful triple bottom line.

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