Mark W McElroy, J M L van Engelen
Corporate Sustainability Management
The Art and Science of Managing Non-Financial Performance
Mark W McElroy, J M L van Engelen
Corporate Sustainability Management
The Art and Science of Managing Non-Financial Performance
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First Published in 2011. Routledge is an imprint of Taylor & Francis, an informa company.
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First Published in 2011. Routledge is an imprint of Taylor & Francis, an informa company.
Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Produktdetails
- Produktdetails
- Verlag: Taylor & Francis Ltd (Sales)
- Seitenzahl: 242
- Erscheinungstermin: 31. Oktober 2011
- Englisch
- Abmessung: 234mm x 156mm x 16mm
- Gewicht: 540g
- ISBN-13: 9781844079117
- ISBN-10: 1844079112
- Artikelnr.: 33825979
- Verlag: Taylor & Francis Ltd (Sales)
- Seitenzahl: 242
- Erscheinungstermin: 31. Oktober 2011
- Englisch
- Abmessung: 234mm x 156mm x 16mm
- Gewicht: 540g
- ISBN-13: 9781844079117
- ISBN-10: 1844079112
- Artikelnr.: 33825979
Mark W. McElroy, Ph.D. is an accomplished researcher, developer, consultant and trainer in the area of tools, methods and metrics for measuring, managing and reporting the sustainability performance of organizations. He is the founder and Executive Director at the Center for Sustainable Organizations in Thetford Center, Vermont, and a leading advocate and practitioner of context-based sustainability. Dr. McElroy is also the creator of the Social Footprint Method, a context-based system for measuring and reporting the social sustainability performance of organizations. He is a veteran of management consulting, including time spent at Price Waterhouse, KPMG Peat Marwick and Deloitte Consulting where he led the Center for Sustainability Performance in Boston, Massachusetts. Jo van Engelen is an experienced scientist and has held top-level management positions at several companies throughout his career. He has been a full professor since 1991 at the University of Groningen (where he also is a research fellow), and since 2010 has been at Delft University of Technology serving as chair of Integrated Sustainable Solutions. In his academic career, he has authored/co-authored five books and more than 140 scientific papers, and presented more than 200 leading lectures around the world. In his business career, he has served full terms on two Executive Boards in an international context and served or serves on more than 10 supervisory boards (including for publicly-traded companies).
Foreword by Mathis Wackernagel. Acknowledgements. Introduction 1.
Context-Based Sustainability (a) A Brief History of Context (b) The
Relevance of Capital Theory (c) Daly's Rules (d) The Triple Bottom Line (e)
A Modern-Day Theory of Practice for CSM (f) Sustainability Context (g)
Summary: Context-based Sustainability 2. Key Issues and Practice
Implications of Context-Based Sustainability (a) How CBS interacts with
Core Business Processes and Cycles (b) How CBS relates to Measurement and
Reporting (c) GRI and the Prevalence of Context Free Sustainability (d)
Summary: Key Issues and Practice Implications of CBS 3. How To Do CSM (a)
Introduction (b) A case Study in CBS: Cabot Creamery Cooperative (c) A
Methodology for Practitioners: the CSM Cycle (d) Practising the Cycle (e)
Stakeholder Engagement (f) Summary: How to do CSM 4. Summary and
Conclusions (a) General Summary of Context-based Sustainability (b) Ten
Mini-Cases of CBS in Action (c) General Conclusions (d) Looking Ahead (e)
Closing Words Appendix A: Approach to Sustainability at Cabot Creamery
Cooperative Appendix B: Areas of Impact Checklist Appendix C: Formulating
Duties and Obligations at Cabot Appendix D: Corporate Water Gauge® Appendix
E: 2007 Water Sustainability Report at the Cabot Creamery. Glossary.
References
Context-Based Sustainability (a) A Brief History of Context (b) The
Relevance of Capital Theory (c) Daly's Rules (d) The Triple Bottom Line (e)
A Modern-Day Theory of Practice for CSM (f) Sustainability Context (g)
Summary: Context-based Sustainability 2. Key Issues and Practice
Implications of Context-Based Sustainability (a) How CBS interacts with
Core Business Processes and Cycles (b) How CBS relates to Measurement and
Reporting (c) GRI and the Prevalence of Context Free Sustainability (d)
Summary: Key Issues and Practice Implications of CBS 3. How To Do CSM (a)
Introduction (b) A case Study in CBS: Cabot Creamery Cooperative (c) A
Methodology for Practitioners: the CSM Cycle (d) Practising the Cycle (e)
Stakeholder Engagement (f) Summary: How to do CSM 4. Summary and
Conclusions (a) General Summary of Context-based Sustainability (b) Ten
Mini-Cases of CBS in Action (c) General Conclusions (d) Looking Ahead (e)
Closing Words Appendix A: Approach to Sustainability at Cabot Creamery
Cooperative Appendix B: Areas of Impact Checklist Appendix C: Formulating
Duties and Obligations at Cabot Appendix D: Corporate Water Gauge® Appendix
E: 2007 Water Sustainability Report at the Cabot Creamery. Glossary.
References
Foreword by Mathis Wackernagel. Acknowledgements. Introduction 1.
Context-Based Sustainability (a) A Brief History of Context (b) The
Relevance of Capital Theory (c) Daly's Rules (d) The Triple Bottom Line (e)
A Modern-Day Theory of Practice for CSM (f) Sustainability Context (g)
Summary: Context-based Sustainability 2. Key Issues and Practice
Implications of Context-Based Sustainability (a) How CBS interacts with
Core Business Processes and Cycles (b) How CBS relates to Measurement and
Reporting (c) GRI and the Prevalence of Context Free Sustainability (d)
Summary: Key Issues and Practice Implications of CBS 3. How To Do CSM (a)
Introduction (b) A case Study in CBS: Cabot Creamery Cooperative (c) A
Methodology for Practitioners: the CSM Cycle (d) Practising the Cycle (e)
Stakeholder Engagement (f) Summary: How to do CSM 4. Summary and
Conclusions (a) General Summary of Context-based Sustainability (b) Ten
Mini-Cases of CBS in Action (c) General Conclusions (d) Looking Ahead (e)
Closing Words Appendix A: Approach to Sustainability at Cabot Creamery
Cooperative Appendix B: Areas of Impact Checklist Appendix C: Formulating
Duties and Obligations at Cabot Appendix D: Corporate Water Gauge® Appendix
E: 2007 Water Sustainability Report at the Cabot Creamery. Glossary.
References
Context-Based Sustainability (a) A Brief History of Context (b) The
Relevance of Capital Theory (c) Daly's Rules (d) The Triple Bottom Line (e)
A Modern-Day Theory of Practice for CSM (f) Sustainability Context (g)
Summary: Context-based Sustainability 2. Key Issues and Practice
Implications of Context-Based Sustainability (a) How CBS interacts with
Core Business Processes and Cycles (b) How CBS relates to Measurement and
Reporting (c) GRI and the Prevalence of Context Free Sustainability (d)
Summary: Key Issues and Practice Implications of CBS 3. How To Do CSM (a)
Introduction (b) A case Study in CBS: Cabot Creamery Cooperative (c) A
Methodology for Practitioners: the CSM Cycle (d) Practising the Cycle (e)
Stakeholder Engagement (f) Summary: How to do CSM 4. Summary and
Conclusions (a) General Summary of Context-based Sustainability (b) Ten
Mini-Cases of CBS in Action (c) General Conclusions (d) Looking Ahead (e)
Closing Words Appendix A: Approach to Sustainability at Cabot Creamery
Cooperative Appendix B: Areas of Impact Checklist Appendix C: Formulating
Duties and Obligations at Cabot Appendix D: Corporate Water Gauge® Appendix
E: 2007 Water Sustainability Report at the Cabot Creamery. Glossary.
References