Leading sustainable change an organizational perspective
The business case for acting sustainably is becoming increasingly compelling - reducing our global footprint to sustainable levels is the defining issue of our times and it is one that can only be addressed with the active participation of the private sector. However, persuading well established org...
| Otros Autores: | , , |
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| Formato: | Libro electrónico |
| Idioma: | Inglés |
| Publicado: |
Oxford :
Oxford University Press
2015.
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| Edición: | First edition |
| Materias: | |
| Ver en Biblioteca Universitat Ramon Llull: | https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009623533006719 |
Tabla de Contenidos:
- Cover; Leading Sustainable Change: An Organizational Perspective; Copyright; FOREWORD; The new world of business; The age of damage; Power has changed; The new model: doing good and doing well; The challenges for today's leaders; Key issues and how to overcome them; YOUR PURPOSE IS TO DRIVE PERFORMANCE; GET THE BOARD ON BOARD; HARNESS THE POWER OF YOUR PEOPLE; THINK YOUNG; LEAD BY EXAMPLE; From success to significance; CONTENTS; LIST OF FIGURES; LIST OF TABLES; LIST OF CONTRIBUTORS; Part I: Introduction; 1: Leading Sustainable Change: An Introduction; Introduction; THE ENVIRONMENTAL CHALLENGE
- IMPLICATIONS FOR THE PRIVATE SECTORTHE CHALLENGE OF BUILDING SUSTAINABLE ORGANIZATIONS; Plan of the book: chapter summaries; INTRODUCTION; THE BIG PICTURE; THE ROLE OF THE SENIOR TEAM; EXPLORING THE PROCESSES OF CHANGE; LEADING CHANGE IN THE BROADER SYSTEM; Conclusions to leading sustainable change; REFERENCES; 2: Making the Business Case for Environmental Sustainability; Investing in environmental sustainability: the case for current action; FORESTALLING RISK: PREVENTING BRAND DAMAGE AND/OR PRESERVING "LICENSE TO OPERATE"; INCREASING OPERATIONAL EFFICIENCY; SELLING TO THE ENVIRONMENT NICHE
- Building a business case in the face of uncertaintyAN EMERGING CONSUMER MOVEMENT?; POTENTIAL SHIFTS IN POLITICAL AND REGULATORY REGIMES; TECHNOLOGICAL RESPONSES; Scenario analysis: exploring the interaction between these trends; Implications for leading sustainable change; MANAGING THE STRATEGY PROCESS; ORGANIZATIONAL IMPLICATIONS; Conclusion; REFERENCES; Part II: The Big Picture; 3: Stumbling Towards Sustainability: Why Organizational Learning and Radical Innovation are Necessary to Build a More Sustainable World-But Not Sufficient; Sustainability as product-and-process improvement
- The capability trapRadical disruption: building new, sustainable industries; Overconsumption; ACKNOWLEDGMENT; REFERENCES; 4: From Periphery to Core: A Process Model for Embracing Sustainability; Introduction; The unfulfilled promise of sustainability; IDENTITY: HOW WE THINK ABOUT SUSTAINABILITY; STRATEGY: HOW WE PLAN FOR SUSTAINABILITY; ORGANIZATIONAL DESIGN: HOW WE ACT TOWARDS SUSTAINABILITY; IN SEARCH OF A HOLISTIC VIEW; From periphery to core: a process model to embrace sustainability; STAGE 1: IMAGINING; STAGE 2: EXPERIMENTING; STAGE 3: PLANNING; STAGE 4: CONSOLIDATING
- The Ford Motor Company: an illustrative caseIDENTITY: IMAGINING A SUSTAINABLE FORD; DESIGN: EXPERIMENTING WITH SUSTAINABLE PRACTICES; STRATEGY: PLANNING FOR SUSTAINABILITY; IDENTITY AND DESIGN: CONSOLIDATING SUSTAINABILITY AT FORD; BEYOND FUEL EFFICIENCY: IMAGINING AGAIN; Discussion and conclusion; ACKNOWLEDGMENTS; REFERENCES; 5: How Purpose-Based Companies Master Change for Sustainability: A Systemic Approach to Global Social Change; Introduction; Purpose-based companies and the impetus for change; Action on goals: how organizations change
- The Change Wheel in motion: momentum for systemic change
