Responsabilit socitale et dveloppement durable

English (United Kingdom)

Towards governing infrasystem transitionsReinforcing lock-in or facilitating change?

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Publication year: 2010
Source: Technological Forecasting and Social Change, In Press, Corrected Proof, Available online 1 June 2010

Niki, Frantzeskaki , Derk, Loorbach

This paper investigates the interplay between changes in infrastructural systems (or infrasystems) and societal context. The driving question of this paper is whether infrasystems which are inherently rigid and hard to change radically are likely to block desired transitions to sustainability, or that there are pathways in which infrasystem changes might be utilized as drivers for accelerating desired transitions. Based on synthesizing insights from research on infrastructures and on transitions, we present a typology for identifying different types of infrasystems (infrasystem architectures), what underlies infrasystem complexity (infrasystem interplays), and how infrasystems might respond to change in the form of alternative...

Mise à jour le Lundi, 21 Février 2011 12:41

Strategic Corporate Social Responsibility and Value Creation

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  This paper examines the conditions under which corporate social responsibility (CSR) is related to value creation in the multinational enterprise (MNE).
  Following prior work by Burke and Logsdon (1996), we examine the relationship of centrality, appropriability, proactivity, visibility, and voluntarism to value creation.
  The results of a survey of 111 MNEs in Mexico suggest that centrality, visibility, and voluntarism are related to value creation.
  • Content Type Journal Article
  • Category Research Article
  • DOI 10.1007/s11575-009-0016-5
  • Authors
    • Bryan W. Husted, York University Erivan K. Haub Chair in Business and Sustainability, Schulich School of Business Toronto Canada
    • David B. Allen, Instituto de Empresa Business School Strategy Department Madrid Spain

Mise à jour le Lundi, 21 Février 2011 12:42

Erratum to “A hard slog, not a leap frog: Globalization and sustainability transitions in developing Asia” [Technol. Forecast. Soc. Change 76 (2009) 241–254]

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Publication year: 2010
Source: Technological Forecasting and Social Change, In Press, Corrected Proof, Available online 17 July 2010

Michael, Rock , James T., Murphy , Rajah, Rasiah , Paul, van Seters , Shunsuke, Managi

Mise à jour le Lundi, 21 Février 2011 12:42

A. Werbach, Strategies for Sustainability: A Business Manifesto , Harvard Business School Press (2009) 226 pp..

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Publication year: 2010
Source: Journal of Engineering and Technology Management, In Press, Corrected Proof, Available online 13 July 2010

Afie M., Badawy

Mise à jour le Lundi, 21 Février 2011 12:42

The role of new product development briefs in implementing sustainability: A case study

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Publication year: 2010
Source: Journal of Engineering and Technology Management, In Press, Corrected Proof, Available online 15 July 2010

Effrosyni, Petala , Renee, Wever , Chris, Dutilh , Han, Brezet

Organizations face challenges with regards to the incorporation of sustainability in the early stages of their new product development processes (NPD). This paper explores these challenges in order to understand the barriers for incorporating well-defined sustainability targets in NPD briefs. The study is based on a content analysis of 202 new product development briefs within the FMCG industry, in particular Unilever. The paper concludes that the incorporation of sustainability in the new product development briefs does not guarantee results. Furthermore, there are several organizational issues which could function either as success or failure factors for the entire process.

Mise à jour le Lundi, 21 Février 2011 12:42

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