Professional Documents
Culture Documents
CHAPTER 5:
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Laasch, O. & Conaway, R. (2016). Responsible Business: The Textbook for Managem ent Learning, Com petence
and Innovation. Sheffield: Greenleaf Publishing.
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¡ Warnings
§ Malthus versus Condorcet, Cree-Prophecy, The
Limits to Growth, Silent Spring
¡ Concepts
§ Ecology, external effects and social costs,
sustainable development
¡ Management tools
§ Life-cycle assessment, triple bottom line, cradle-
to-cradle
© 2015 Cengage Learning. All Rights Reserved. M ay not be copied, scanned, or duplicated, in whole or in part, except for use as perm itted in a license distributed with a certain
product or service or otherwise on a password-protected website for classroom use.
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© 2015 Cengage Learning. All Rights Reserved. M ay not be copied, scanned, or duplicated, in whole or in part, except for use as perm itted in a license distributed with a certain
product or service or otherwise on a password-protected website for classroom use.
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¡ Human Footprint
§ In 1975: 1 Earth (=sustainable)
§ In 2010: 1,5 Earths (=unsustainable)
¡ World population growth
§ In 2011: 7 Billion people
§ In 2050: 9 Billion people
© 2015 Cengage Learning. All Rights Reserved. M ay not be copied, scanned, or duplicated, in whole or in part, except for use as perm itted in a license distributed with a certain
product or service or otherwise on a password-protected website for classroom use.
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product or service or otherwise on a password-protected website for classroom use.
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product or service or otherwise on a password-protected website for classroom use.
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¡ Social capital
§ is any qualitative value directly embodied in
human beings.
¡ Environmental capital
§ (often called natural capital) quantitatively
comprises the amount of both renewable and
nonrenewable natural resources.
¡ Economic capital
§ is expressed in monetary terms.
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¡ Fragmentation ¡ Holism
¡ Substitution ¡ Complementation
¡ Status quo ¡ Change
¡ Masters ¡ Equals
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¡ Weak sustainability
§ is a conformist, conservative, and uncritical
approach to sustainable development.
¡ Strong sustainability
§ takes unconventional stances and approaches to
criticize, challenge, and change existing beliefs
and structures.
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product or service or otherwise on a password-protected website for classroom use.
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¡ Process or outcome
¡ Intergenerational or intragenerational
¡ Short- or long-term thinking
¡ Well-having or well-being
¡ Development or growth
¡ Growth or de-growth
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product or service or otherwise on a password-protected website for classroom use.
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¡ Recommended strategies
1. Economically underdeveloped and developing countries
(categories 1 and 2)
Ø should harness the learning of already economically
developed and sustainably developing countries.
Ø the policy goal must be to achieve economic growth
and welfare while keeping inequality and pollution
inside the sustainability threshold.
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¡ Recommended strategies
2. Economically developed and sustainably developing
countries (categories 3 and 4) must follow the primary goal
of increasing equality and bringing their industries´ and
citizens´ environmental impact within the planetary
resource limits.
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¡ A footprint
§ sums up one or several types of environmental,
social, or economic impacts for one predefined
entity.
¡ Exemplary footprints
§ Water footprint of a product
§ Triple bottom line of a company
§ Global footprint of humanity
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¡ Sustainability management
§ is the process of managing a business and every
single one of its activities in a way that makes it
reach a neutral or positive triple bottom line.
¡ Central terms
§ Sustainable business
§ Triple bottom line
§ Impacts
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¡ Balance (optimize)
§ triple bottom line impacts to move toward
sustainability.
¡ Eliminate
§ waste in whatever form.
¡ Scale
§ your sustainability management practices to have
a larger impact.
© 2015 Cengage Learning. All Rights Reserved. M ay not be copied, scanned, or duplicated, in whole or in part, except for use as perm itted in a license distributed with a certain
product or service or otherwise on a password-protected website for classroom use.
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