JBSs leaders focus attention on propose, values andbeliefs considering that goals are symbolized by the lining up of the company and itscontext. In traditional approaches decisions are strongly concentrated on goals.Additionally, the company seeks to incorporate, not only major changes, as in rationalmodels, but also fine changes such as in quality, marketing and styles.A great strength of this approach is that the environment is considered to be a complexorganizational life support system, encompassing trends, events, competitors andstakeholders, demanding great attention to the organizational action, since theorganizational context is too dynamic. Hence, the actions are more responsive inaccordance with the nature and importance of the environmental pressures.Finally, by adopting adaptive approach JBS assumes that the contextual environment ishighly interconnected, and the environment is extremely dynamic and unpredictable,requiring that the company do not only deal with the environment but also change with them.13ConclusionSustainability is a strategic priority for many organizations in the todays world. Through thedeveloping of an effective sustainability strategy, organizations may be able to match theirinternal resources and capabilities with the opportunities presented by the externalenvironment, enabling them to fulfil their social, financial, ethical and environmentalresponsibilities to stakeholders and society.However, implementing and developing a sustainability strategy presents a number ofchallenges that involves uncertainties, diversities and disagreements. To be strategic aboutsustainability, organizations need to know where they are ahead. They need to know whatsuccess is, in terms of sustainability.Many organizations are integrating sustainability as a core element of business strategy, byundertaking a strategic sustainability review of the business and developing sustainabilitystrategy to guide the implementation of sustainable initiatives.Notwithstanding, a strategic approach in the direction of sustainable development requiresdeeply organizational change, where innovation and culture play important roles.The Responsible Sourcing Strategy proposed for JBS may provide many benefits to thecompany, including cost and risk reduction, strategic position and competitive advantage,green image and a green profile reputation as well as strong synergies betweenstakeholders in the process of value creation.14ReferencesAbout Us 2013, JBS, viewed 15 May 2013, Andersen, M & Skjoett-Larsen, T 2009, Corporate social responsibility in global supplychains, Supply Chain Management: An International Journal, vol. 14, no. 2, pp. 75-86, Emerald Management Xtra Plus, Emerald Group, viewed 15 May 2013.Bar-Yam, Y 1997, Dynamics of complex systems, Addison Wesley, England.Basu, R 2011, Managing project supply chains, Gower publishing limited, England.Blowfield, M 2007, Reasons to be cheerful? What we know about CSRs impacts, ThirdWorld Quarterly, vol. 28, no.4, pp.683-695, Business Source Complete, EBSCOhost,viewed 5 May 2013.Boone, T, Jayaraman, V & Ganeshan, R 2012, Sustainable supply chains models, methods,and public policy implications, Springer, USA.Brammer, S, Hoejmose, S & Millington, D 2011, Managing sustainable global supply chains:a systematic review of the Body of Knowledge, Network for Business Sustainability,viewed 10 May 2013, Supply-Chains.pdf>.Brindley, C 2004, Supply chain risk, Ashgate, USA.Burgelman, R. A & Grove, A S 1996, Strategic dissonance, California management review,vol. 38, no. 4, pp. 8-28, Emerald Management Xtra Plus, Emerald, viewed 13 March2013.Crane, A, McWilliams, A, Matten, D, Moon, J & Siegel, D 2008,The Oxford Handbook ofCorporate Social Responsibility, Oxford University Press, The United States.De Witt, B & Meyer, R 2010, Strategy: process, content, context: an internationalperspective, 4th