In terms of how to achieve sustainable development, Elkington (1997) examined sustainability in relation
to corporate governance and argued that the key to establishing the triple bottom line is stakeholder
consultation. Carter and Jennings (2004) analyzed the role of purchasing in corporate social responsibility
and claimed that external pressures from customers such as request to choose environmentally responsible
suppliers must be taken into account. Anderson and Brodin (2005) highlighted the importance of effective
customer participation in order to understand customers’ requirements and expectation in ecological
concerns. Dougill et al. (2006) echoed and stated that by taking local interests and concerns into account
at an early stage, it would enhance the project design and increase the likelihood that local needs and
priorities are successfully met. Other than stakeholder and customer participation, there is evidence that
linking sustainability goals and measures to corporate strategy helps to integrate sustainability into what
the organization does (Wagner, 2011). Corporate proactive stance and tangible commitment, often in the