面臨全球環境的不斷惡化、資源的日漸短缺，對于作為人類生產活動主體的企業，在追求自身利益最大化的同時也要應對環境保護和滿足外部的綠色需求，在此背景下，綠色戰略成為企業管理發展的一種新趨勢，已經引起政府、學界和企業的廣泛關注。企業必須對外部環境的變化做出反應，履行自身的社會責任。然而，如果綠色戰略僅僅作為企業被動地應對政府或行業環境管制的權益之計，那么企業為減少污染、保護環境所做出的種種措施和努力只能徒增生產經營成本，對企業的可持續發展和提升競爭優勢并無益處。因此，企業必須采取可持續發展的綠色戰略，在制定企業戰略時主動考慮環境要素，根據綠色戰略選擇機制制定相應的戰略，并將綠色戰略視為企業獲取競爭優勢，維持可持續發展的重要途徑。陳建成、劉雯雯、杜德斌編著的《綠色戰略(企業持續發展之路)》既是培養綠色MBA的教學參考用書，也是為那些希望了解綠色戰略管理理論和實踐的讀者而撰寫的前沿書目。
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 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
新書資訊