is literature see [25] Holthausen and Watts, 2001; [5] Barth et al. , 2001). Additionally, there is an extensive literature which focuses on the reasons for, and the consequences of, managers' voluntary corporate disclosures (sustainability reporting can be considered a voluntary disclosure); once again the primary focus of this literature is related to the influence of the capital markets (for a summary of this literature see [23] Healy and Palepu, 2001; [13] Core, 2001; [46] Verrecchia, 2001; [16] Dye, 2001). Recently, there has been a growing body of research that has examined firms' corporate disclosures on sustainability (e.g., see [6] Bennett and James, 1999; [17] Elkington, 1999; [17] Elkington, 1999; [1] Adams et al. , 2004;, [40] Perrini and Tencati, 2006; [49] Yongvanich and Guthrie, 2006; and Geibler et al. , 2006).
The balanced scorecard, developed by [30] Kaplan and Norton (1992, [31] 1993) was initially designed to assist organizations in improving their performance measurement systems by instructing managers to focus on four areas of performance: financial performance, customer relations, internal business processes and learning and growth in the organization. However, over the last decade and a half, [32] Kaplan and Norton (2001, [33] 2006) have broadened the role of the balanced scorecard into a management tool to assist in strategy formulation and implementation, and to assist in creating corporate synergies. The extant literature on the balanced scorecard has focused on a number of areas, including its theoretical effectiveness (e.g., [10] Chenhall, 2005; [39] Nørreklit, 2000) and its widespread popularity (e.g., [2] Aidemark, 2001; [21] Gehrke and Horváth, 2002; [29] Kald and Nilsson, 2000; [36] Malmi, 2001; [45] Silk, 1998). Additionally, research has focused on the implementation of the balanced scorecard in general (e.g, [34] Kasurinen, 2002; [37] Niven, 1999, [38] 2002), and to assist in implementing sustainability ([18] Epstein and Wisner, 2001). Finally, there has also been research on whether the use of a balanced scorecard leads to improved performance (e.g., [12] Cohen et al. , 2006;, [26] Ittner et al. , 2002; [15] Davis and Albright, 2004; [28] James and Hoque, 2000).
Leadership and organizational culture
The literature on leadership is based in the extant research on organizational behavior with roots in anthroplogy, psychology and sociology ([20] French et al. , 2008). Leadership can be defined as "...the process whereby one individual influences other group members towards the achievement of defined group or organisational goals". A central aspect of leadership (as opposed to management) is the embracement of processes in which non-coercive influence is used to direct and coordinate the activities of a group towards its objectives ([44] Selznick, 1957) and that a leader is perceived by others as having certain attributes or characteristics which enable him or her to exert influence over them ([27] Jago, 1992, p. 373-4). While it is not our ambition to provide a more thorough outline of leadership theories, we stress the importance of leaders' non-coercive influence, because this is a key aspect of our case study in this paper Novo Nordisk's way integrating sustainability into business practice. To explore the non-coercive aspects of leadership we focus on corporate culture. Rather than looking at the individual manager's skills and competence, a focus on culture directs our attention to t
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