In the second edition of this book, the concept of resource-based sustainability has once again been expanded to include further references to modern management theories. The author shows that overcoming the dilemmas that sustainability creates for companies and all organizations leads to more complex decisions that also require higher levels of awareness. The concept of sustainable leadership is closely related to the resource approach. Finally, readers will learn how to tell a compelling transformation narrative toward sustainability.

lgrsnf/3031457900.pdf

Springer Nature Switzerland AG

Springer Nature (Textbooks & Major Reference Works), Cham, 2023

Switzerland, Switzerland

Preface 2nd edition
Preface 1st edition
Introduction
The Essence for Quick Readers: Ambition Levels of Sustainable Management
Sustainable Management on Different Levels
Low Ambition Level for a Sustainable Management
Medium Ambition Level for a Sustainable Management
High Ambition Level for a Sustainable Management
Sustainable Leadership: Order in the Scramble of Action Premises
Contents
List of Figures
Part I: Understanding Sustainability
1: Sustainability and Society
1.1 Germany’s National Sustainability Strategy
1.2 The Discussion on Climate Change
1.3 The Scarcity of Resources in the World
1.4 Institutions for Sustainable Development
1.4.1 The Brundtland Commission
1.4.2 The German Council for Sustainable Development
1.4.3 Global Compact
1.5 Education for a Sustainable Development
1.5.1 Principles for Responsible Management Education
1.5.2 Organizational Competencies for a More Sustainable Development
1.6 Digression: The Sustainable University
1.6.1 Two Perspectives on the Sustainable University
1.6.2 From Areas of Action to Selected Activities
1.6.3 From Activities to Objectives
1.7 Sustainability as Normative Metaphor for Global Justice
References
2: Quo Vadis, Environmental Management?
2.1 The Development of Environmental Management Studies
2.1.1 Are Profit and Environmental Protection Goals Complementary?
2.1.2 Generating Profits Through Environmental Protection
2.2 A Critical Evaluation of Environmental Management Systems
2.2.1 The Logic of Management Systems
2.2.2 Pros and Cons of Management Systems
2.2.3 Incentives-Contributions-Equilibrium for Environmental Management Systems
2.2.4 The Blind Spot: Contradictory Decision-Making Processes
2.3 A Critical Evaluation of the Win-Win Hypothesis
2.3.1 The Negative Image of Costs
2.3.2 Positive Effects of Increased Efficiency for the Firm
2.3.3 Negative Effects of Increased Efficiency for the Firm
2.4 Environmental Management Studies and the Efficiency Trap
References
3: Quo Vadis, Social Responsibility?
3.1 Corporate Social Responsibility in Practice
3.2 Corporate Social Responsibility in Theory
3.2.1 The Pressure to Externalize Costs
3.2.2 The Semantics of Responsibility
3.3 The Responsibility Trap
References
4: Sustainability as Economic Rationality
4.1 The Rationality of Sustainability: Historical Roots
4.2 Sustainable Forestry
4.3 Profit Orientation Versus Housekeeping
4.4 Firms as Resource-Dependent Systems
4.5 Sustainability as Strategic Success with Regard to Resources
4.6 Sustainability as a Contribution Towards a More Comprehensive Theory of the Firm
References
Part II: Theoretical Impulses
5: A Theory of Management Ecology
5.1 Market Communities as Business Ecosystems
5.1.1 The Business Ecosystem Metaphor
5.1.2 What Is a Successful Business Ecosystem Like?
5.1.3 New Perspectives on the Relationships Between Firms and Society?
5.2 Building Blocks for a New Theory of Management Ecology
5.2.1 The Systems-Theoretic Approach: Survival Through Openness
5.2.1.1 Openness Through Environmental Reference
5.2.1.2 Bounded Openness Through Self-Reference
5.2.1.3 Self-Reference and Differentiation
5.2.1.4 The Systems-Theoretic Building Block of Management Ecology
5.2.2 The Coevolutionary Approach: Surviving Through Community
5.2.2.1 Autopoiesis and Coevolution
5.2.2.2 Coevolution: From Symbiosis to Joint Development
5.2.2.3 Mechanisms of Coevolution
5.2.2.4 The Coevolutionary Building Block of Management Ecology
5.2.3 Ecology: Surviving as a Household
5.2.3.1 Ecology as the Studies of Households
5.2.3.2 Central Questions of Management Ecology
5.3 The Household Approach: Surviving as a Resource Community
5.3.1 The Development from Oikos to the Private Household
5.3.2 Housekeeping Theory in Business Sciences
5.3.3 Theoretical Significance of Household Economics
5.3.4 The Rationality of Housekeeping
5.3.5 The New Housekeeping-Oriented Building Block
5.4 Household Communities as the Objective of Management Ecology
References
6: Dominant Management Rationalities and the Necessary Improvements for a More Sustainable Management
6.1 Change of Management Rationalities
6.2 Rationality and Its Dissidents
6.3 A Model of Management Rationalities
6.4 Improvement on the System Level
6.4.1 System Rationality I: Survival Through Attainment of Ends
6.4.2 Digression: Survival and Attainment of Ends—Two Different Rationalities?
6.4.3 System Rationality II: Survival Through Repercussion Control
6.4.4 Implication: Dualistic Definition of Success
6.5 Improvement on the Means-End Level
6.5.1 Means-End Rationality I: Profit Through Efficiency Increase
6.5.2 Means-End Rationality II: Stability Through Preservation of the Resource Base
6.5.3 Sustainability and Efficiency as Contradictory Means-End Rationalities
6.5.4 Efficiency and Sustainability in the Value Context
6.6 Enhancement on the Decision Level
6.6.1 Decision Rationality I: Cost-Benef Maximization (Utility Maximization) on a Short-Term Basis
6.6.2 Decision Rationality II: Non-Consequentialist Ties on a Long-Term Basis
6.7 Implications for the Change of Economic Behavior
References
7: Coping with Contradictions as Core Problem of Modern and Sustainability-Oriented Management Studies
7.1 Contradictions in Management Studies
7.2 Terminology of Contradictions
7.2.1 Contradiction in Philosophy
7.2.2 Contradiction-Related Thinking Contexts
7.2.3 Contradiction-Related Terms
7.2.4 The Nature of Contradictions
7.3 Logical Ways of Coping with Contradictions
7.3.1 Non-coping Through Ignorance or Abstraction
7.3.2 Systematization of Logical Ways of Coping with Contradictions
7.3.3 The Pendulum
7.3.4 Hybrid and Segmenting
7.3.5 Tightrope-Walking and Balancing
7.4 Decision-Making, Trade-Offs, and Contradictions
7.4.1 Trade-Offs: The Decision-Making Problem with Contradictions
7.4.2 Prescriptive Decision Theory and Trade-Offs
7.4.3 Descriptive Decision Theory and Trade-Offs
7.4.4 Ways of Coping with Trade-Offs
7.5 Implications for a Contradiction Management
7.6 Coping with Contradictions Through Tolerance of Ambivalence and Ambiguity
7.6.1 Leadership and Contradictions
7.6.2 Tolerance of Ambiguity
7.6.3 Tolerance of Ambivalence
7.6.4 Exemplary Linkage of Tolerance of Contradictions and Coping with Contradictions
References
Part III: Sustainable Resource Management
8: The Use of the Term “Resource” in Management Studies
8.1 Deficits of Strategic Management Studies
8.2 Different Resource Terms
8.2.1 Resource Definition of the Input-Transformation-Output Model
8.2.2 Resource Definition of the Resource-Based View
8.2.3 Resource Definition of the Means-End-Scheme
8.2.4 Against the Everyday Perception of Resources?
8.3 Resource Relationships: Mutual or Dependent?
8.4 Autonomies of Sources
8.4.1 The Natural Environment as a Source
8.4.2 The Economy as a Source
8.4.3 The Society as a Source
8.5 An Overview of the Perception of Resources in Functional Business Areas
8.5.1 Environmental Management and Conservation of Natural Resources
8.5.2 Human Resource Management and the Sustainable Treatment of Resources
8.5.3 Marketing and the Sustainable Treatment of Resources
8.6 Management Studies on the Way Toward a Resource-Oriented Business Image
References
9: Salutogenesis as Heuristic for Resource-Oriented Management Studies
9.1 Sustainability and Health
9.2 Health Management and Management Studies
9.3 Pathogenesis: The Traditional Thinking Model
9.4 Salutogenesis: The New Thinking Model
9.4.1 History of Origins
9.4.2 The Sense of Coherence as a Central Resource for Health
9.4.3 Health and the Resource Term
9.5 Insights for an Institutional Resource Management
9.5.1 From the Individual to the Institutional Resource Management
9.5.2 Approaches for an Institutional Resource Transaction Model
9.5.3 Moderating Role of Immaterial Resources
9.6 Contributions to a Sustainable Resources Management
References
Part IV: Sustainable Leadership
10: Sustainability and the Wrangling of Decision-Making Premises
10.1 Decisions about Decision-Making Premises
10.1.1 What Are Decision-Making Premises?
10.1.2 Systemic Approach to Decision-Making Premises
10.1.3 The Wrangling of Decision-Making Premises
10.2 Basic Patterns of Decision-Making Types
10.2.1 Differences in the Now-for-... Decisions
10.2.2 Now-for-Now-for-Self-Decisions
10.2.3 Now-for-Now-for-Others-Decisions
10.2.4 Now-for-Then-for-Self-Decisions
10.2.5 Now-for-Then-for-Others-Decisions
10.3 Dilemma Potential of the Different Decision Types
10.4 Dispositions for Coping with the Different Types of Decisions
10.5 Implications for the Decision-Making Organization
References
11: Sustainable Leadership: Strengthening the Resource Competence
11.1 Sustainable Leadership: Giving Order to the Wrangling of Premises
11.1.1 Decision-Making Premises of Sustainability
11.1.2 Latest Research on the Topic of Sustainable Leadership
11.1.3 Defining Sustainable Leadership
11.2 Resource Competencies
11.2.1 Dispositions and Performances as Components of Competence
11.2.2 Performance Fields of Resource-Oriented Management
11.3 Observing the Performance of Systemic Action
11.3.1 System-Theoretical Findings Drawn from the Resource Perspective
11.3.2 Resource-Oriented Sustainability Monitoring
11.3.3 Dispositions for Systemic Performances
11.4 Observing the Performance of Housekeeping
11.4.1 Oscillating Between Profit and Housekeeping Economics
11.4.2 Shaping the Resource Regime
11.4.2.1 An Analyzing Framework for Material Resources
11.4.2.2 An Analyzing Framework for Immaterial Resources
11.4.3 Dispositions for the Application of Housekeeping
11.5 Observing the Performance of Coping with Dilemma
11.5.1 Tolerance of Dilemmas as Overarching Dispositions
11.5.2 WIPOLOG: Managing Trade-Offs Constructively
11.5.3 Dispositions for Coping with Dilemmas
11.6 Observing the Now-for-Then Decisions
11.6.1 Diversifying Reasoning
11.6.2 Spiritual Competence
11.6.3 Dispositions for the Design of Long-Term Decisions
References
12: Sustainability Check: Getting Started with Systematic Sustainable Management
12.1 Self-Observation Regarding Sustainability
12.1.1 Examples of Sustainability Monitoring Concepts
12.1.2 Basic Structure of a Resource-Oriented Sustainability Check
12.1.3 Logic of the Check List
12.1.4 From Sustainability Check to Sustainability Management
12.2 Social Fields of Action of the Sustainability Check
12.2.1 Social Responsibility: Work Practices—Organizational Structure
12.2.2 Work Practices of Social Responsibility: Health
12.2.3 Work Practices for Social Responsibility: Working Conditions
12.2.4 Social Responsibility for Education: Apprenticeship
12.2.5 Social Responsibility for Education: Further Training
12.2.6 Social Responsibility for the Community: Location/Municipality
12.2.7 Social Responsibility for the Community: Global Supply Chain
12.2.8 Social Responsibility for the Community: Corporate Volunteering/Sponsoring/Donating
12.3 Ecological Fields of Action of the Sustainability Check
12.3.1 Ecological Responsibility: Production
12.3.2 Ecological Responsibility: Product
12.3.3 Ecological Responsibility: General Business Operations
12.4 Economic Fields of Action of the Sustainability Check
12.4.1 Economic Responsibility: Distribution—Salary
12.4.2 Economic Responsibility: Distribution—State
12.4.3 Economic Responsibility: Distribution—Future Compatibility
12.4.4 Economic Responsibility: Business Practices—Customers
12.4.5 Economic Responsibility: Business Practices—Suppliers
12.4.6 Economic Responsibility: Business Practices—Investors
12.4.7 Economic Responsibility: Business Practices—Competitors
12.4.8 Economic Responsibility: Business Practices—Partner
12.5 System Constellations as a Visualization Tool for Operational Sustainability
12.5.1 The Sustainability Comparison of Two Textile Companies
12.5.2 The Sustainability Comparison of Two Large-Scale Dairy Companies
12.5.3 The Sustainability Comparison of Two Food Corporations
References
13: Sustainability Management 4.0: An Integral Perspective
13.1 Spiral Dynamics as an Evolutionary Frame of Reference
13.2 Developing an Integral Sustainability Management 4.0
13.2.1 Sustainable Management 1.0: Order and Laws
13.2.2 Sustainable Management 2.0: Eco-efficiency and Competitive Advantages
13.2.3 Sustainable Management 3.0: Consideration by Conviction
13.2.4 Sustainable Management 4.0: Systemic Contradiction Management
13.3 Sustainable Management 4.0 and the Integral Theory According to Wilber
13.4 Integral and Sustainable Resource Management Processes
13.4.1 Integral Resource Table for the Resource: Education
13.4.2 Integral Resource Table for Fish Resources
References
14: The Ability to Tell a Transformative Story of Sustainable Development
14.1 Narratives in Today’s World
14.1.1 Predominant Narrative Contexts
14.1.2 Incoherencies of the Narratives About Sustainable Management
14.1.3 The Components of a Coherent Narrative Line
14.2 The Universals of a Narrative for Sustainability
14.3 Selected Transformation Approaches
14.3.1 Major Transformation of Energy Systems
14.3.2 Transformation to an Economy 4.0
14.3.3 Growth, Development, and Transformation: Are There Regularities?
14.4 The Universals of a Transformation Narrative
14.5 Frame of Reference for Sustainability Narratives
14.6 Successfully Designing Narrative Lines for Sustainable Management
14.6.1 The Narrative Line of This Book on Transformation Toward Sustainability
14.6.2 Recommendations for the Design of Sustainability Narrative Lines
References

2023-12-23