Strategy for sustainability : a business manifesto

226 p. ; 23 cm

Strategy for sustainability: a business manifesto

The definitive work on business strategy for sustainability by the most authoritative voice in the conversation. More than ever before, consumers, employees, and investors share a common purpose and a passion for companies that do well by doing good. So any strategy without sustainability at its core is just plain irresponsible - bad for business, bad for shareholders, bad for the environment. These challenges represent unprecedented opportunities for big brands - such as Clorox, Dell, Toyota, Procter & Gamble, Nike, and Wal-Mart - that are implementing integral, rather than tangential, strategies for sustainability. What these companies are doing illuminates the book's practical framework for change, which involves engaging employees, using transparency as a business tool, and reaping the rewards of a networked organizational structure. Leave your quaint notions of corporate social responsibility and environmentalism behind. Werbach is starting a whole new dialogue around sustainability of enterprise and life as we know it in organizations and individuals. Sustainability is now a true competitive strategic advantage, and building it into the core of your business is the only means to ensure that your company - and your world - will survive

Drivers of Sustainable Innovation: Exploratory Views And Corporate Strategies

Various forces drive corporate commitment to sustainable innovation including: (a) external stimuli, (b) business opportunities, and (c) a business orientation toward corporate social responsibility. The depth of corporate response to these drivers is shaped by how the managing team of a corporation views the relationship between economic growth and the environment. This paper examines associations between key drivers of sustainable innovation and three alternative views of the economic growth-environment relationship. We also examine three contrasting modes of corporate response (i.e. compliance, commitment and resistance) to those drivers and suggest directions for further research on the corporate practice of sustainable innovation