Foreword
前言
Chapter 1 What is a green strategy?
1.1 A green strategy fosters a common culture of awareness and action
1.2 A green strategy facilitates decisions and transformation initiatives that improve the environment
1.3 Green strategies have attractive value propositions that are cost effective
1.4 Developing an enterprise-level green strategy
1.5 Summary
References
Chapter 2 Greening of the firm
2.1 "Greening of the firm" as conceptualized and understood by firms
2.2 "Greening of the firm" as a managerial agenda
2.3 "Greening of the firm" and its impact on firms'' business models
2.4 "Greening of the firm" and its manifestation within firms'' organization
2.5 Identification of key antecedents of successful green firms
2.6 Summary
References
Chapter 3 Sustainability: the missing ingredient in strategy
3.1 What is sustainability in a business context?
3.2 Vision
3.3 Strategic decision-making process
3.4 Strategy content: corporate, business and functional levels
3.5 Organizational culture
3.6 Sustainability initiatives: economic, social and environmental
3.7 Summary
References
Chapter 4 Integrating corporate sustainability and strategy for business performance
4.1 The firm as the unit of inquiry into sustainable development
4.2 Sustainable development and changing perspectives on the role of business
4.3 Sustainable development and business''s new realities
4.4 The pressure to learn anew "what works"
4.5 Incorporating sustainability into business strategy
4.6 The significance of corporate sustainability as a strategic capability for the developing world
4.7 Summary
References
Chapter 5 The pivotal roles of corporate environmental responsibility
5.1 Background
5.2 Factors of CER
5.3 Barriers to CER
5.4 Benefits of CER
5.5 Summary
References
Chapter 6 Designing green strategies for sustainable effectiveness
6.1 Sustainable effectiveness
6.2 Companies with Green Strategies leading the way
6.3 The organizational design challenge
6.4 Summary
References
Chapter 7 Implementing a green strategy through a sustainability model
7.1 Theory
7.2 The sustainable activity model
7.3 How to use the model
7.4 Sustaining activities
7.5 Product-focused activities
7.6 Summary
References
Chapter 8 Sustainability leadership: from strategy to results
8.1 The need for a comprehensive sustainability framework
8.2 Workforce engagement : the core construct in the context of corporate sustainability
8.3 Macro-components of green leadership
8.4 Micro-components of green leadership
8.5 The outcomes of workforce engagement
8.6 Enhancing workforce engagement : the role of trust
8.7 Summary
References
Chapter 9 Strategic innovation for sustainability
9.1 Step-by-step innovation in products, services and processes
9.2 Radical innovation in processes and value chains
9.3 Game-changing systemic innovation
9.4 How to reap the benefits
9.5 Summary
References
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