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Summary
The sustainability of business, both economically and ecologically, is one of this century's key debates. In this fully revised and updated edition of their ground-breaking study of organizational change and corporate sustainability, Dexter Dunphy, Andrew Griffiths and Suzanne Benn argue that there are important benefits to the corporation in making changes for sustainability, and that a sustainable world is only possible with the formation of creative alliances between corporations, citizens and governments.
Author Biography
Suzanne Benn is Associate Professor in the School of Management, Faculty of Business, University of Technology (UTS), Sydney.
Table of Contents
| List of illustrations and tables | p. ix |
| The authors | p. xi |
| Series editor's preface to the second edition | p. xiii |
| Acknowledgements | p. xv |
| Towards third wave corporations | p. 1 |
| Setting the agenda for corporate sustainability | p. 3 |
| Why corporate sustainability? | p. 3 |
| Redesigning the corporation | p. 6 |
| Phase models of sustainability | p. 12 |
| Change agent roles and the phase model | p. 18 |
| Phases in the development of corporate sustainability | p. 24 |
| The drivers of change | p. 30 |
| Issues of global survival | p. 30 |
| Social and environmental impacts of 'business as usual' | p. 34 |
| The business case for sustainability | p. 44 |
| Conclusion | p. 64 |
| Managing the persistent past: dealing with first wave corporations | p. 71 |
| Corporate pre-compliance and compliance | p. 73 |
| What is compliance? | p. 73 |
| Changing understandings of governance | p. 74 |
| Changing attitudes to compliance | p. 77 |
| The case for moving to compliance | p. 81 |
| Limitations of current organizational change and development models | p. 82 |
| Making the structural changes needed for compliance | p. 85 |
| Moving to 'compliance-plus' | p. 92 |
| Phases 1-3 in the development of compliance | p. 106 |
| The dominant current reality: understanding and reconstructing second wave corporations | p. 113 |
| Achieving sustainable operational efficiencies | p. 115 |
| Beyond low-hanging fruit | p. 115 |
| What is efficiency? | p. 118 |
| How can the search for efficiency contribute to sustainability? | p. 123 |
| Potential benefits of efficiency | p. 125 |
| Efficiency choices: high or low paths to competitive advantage? | p. 126 |
| Creating eco-efficiencies | p. 128 |
| Creating human efficiencies | p. 133 |
| The challenge: integrating human and ecological efficiency | p. 142 |
| Moving beyond efficiency approaches | p. 143 |
| Sustainability: the strategic advantage | p. 148 |
| Turning sustainability to advantage | p. 148 |
| The importance of strategy | p. 153 |
| What is strategic sustainability? | p. 156 |
| How strategic sustainability contributes to competitive advantage | p. 161 |
| Risks of the strategic approach | p. 167 |
| Beyond rhetoric and greenwash | p. 169 |
| The winning formula | p. 172 |
| Moving beyond strategic sustainability | p. 188 |
| The sustaining corporation | p. 195 |
| Generating a future reality | p. 195 |
| The third wave | p. 197 |
| Putting the jigsaw together | p. 201 |
| Conclusion | p. 218 |
| Sustaining corporation | p. 219 |
| Pathways to sustainability: towards third wave corporations | p. 223 |
| The incremental path | p. 225 |
| Setting the scene | p. 225 |
| Incremental versus transformational change | p. 227 |
| What is incremental change? | p. 230 |
| Applying the phase model to incremental change | p. 233 |
| Benefits of incremental change | p. 234 |
| Potential pitfalls of incremental change | p. 243 |
| Major issues in the movement between phases | p. 245 |
| Steps involved in incremental change | p. 253 |
| Conclusion | p. 257 |
| The transformational path | p. 262 |
| Why transformational change? | p. 262 |
| Know where you are now | p. 266 |
| Develop the vision: the dream organization | p. 269 |
| Identify the gap | p. 273 |
| Assess the readiness for change | p. 275 |
| Set the scene for action | p. 277 |
| Secure basic compliance first | p. 280 |
| Move beyond compliance | p. 281 |
| Establish the performance criteria for 'compliance-plus' | p. 284 |
| Launch and manage the transformational change programme | p. 286 |
| Maintain the rage | p. 288 |
| Leading towards sustainability | p. 292 |
| Facing up to the future | p. 292 |
| Key factors in change-agent competence | p. 293 |
| Achieving mastery | p. 296 |
| Starting with self-leadership | p. 298 |
| Seeking cosmocentric consciousness | p. 299 |
| Building or assembling the skills needed for diagnosis and action | p. 301 |
| Creating dialogue and shared scenarios | p. 304 |
| Identifying and dealing with resistance to change | p. 306 |
| Who are the leaders/change agents? | p. 309 |
| Building alliances of change agents | p. 318 |
| Constructing the sustainability agenda | p. 319 |
| Achieving ecological sustainability | p. 321 |
| The corporate sustainability checklist | p. 326 |
| Further reading | p. 335 |
| Index | p. 337 |
| Table of Contents provided by Ingram. All Rights Reserved. |
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