Abuses, rights, 17
Age and experience, 116
America Online (AOL), 192
American corporate capitalism, 57
Artificial persons, 69
Autonomy, 133
Baby boomers, cultural diversity, 116
Bargaining, integrative, 177
Benevolence, 178
Bonum commune, 172
Bottom-up mobilization, 135
BP Deepwater Horizon, 85–89, 97
Branded businesses, 102
Branded product impacts, 91
defined, 124
design thinking, and creativity, 135–137
dynamic capabilities theory, 131
entrepreneurial bricolage and, 130–134
entrepreneurial orientation and, 133–134
entrepreneurial resource management and, 130
exploratory orientation, 137–138
material, 130
resource-based view theory, 132–133
Business
branded, 102
business sustainability
job redesign, 36
shareholder vs. stakeholder perspective of firm, 31
sustainable firm as negative-externality minimizer, 31–32
vision, 35
and environment, 18
social and moral expectations regarding, 1–5
and society relation, 65, 67–68
Calvert Women’s Principles, 114
“Capacity-based” conception of responsibilities, 12
Catch-22 trade-offs, 78
Causation theory, 124
CDP Leadership Indices, 189
Channeling role, administers rights, 69
Check-and-balance system, 184
Christian Social Doctrine, 172
corporate. See Corporate citizenship
Cobranding, 159
Co-creating value. See also Corporate impacts
defined, 77
with multiple stakeholders, simultaneously, 77–80, 94
Talent Development, Garcia Engineering, 80–85
Cognitive flexibility, 176
Communities’ trust and information sharing, 91–95
multiplier effects
co-creating value with multiple stakeholders, simultaneously, 95
sweet spot or messy middle, 95–96
uniquely qualified, corporations, 100–102
Competitive aggressiveness, 133
Competitive markets, perfectly, 54
Compliance, 184
-driven change, 127
Conflict-clarifying principles, 5–6
behavior research, 91
Core competencies, 19
Corporate citizenship, 65
as administrators of rights, 70
inclusive approach to, 68
recent developments, 70
BP Deepwater Horizon and, 85–89
co-creating value with multiple stakeholder, simultaneously, 94. See also Co-creating value
communities’ trust and information sharing. See Communities’ trust and information sharing
employees in workplace, 90
end users and product based, 90–91
financial, 89
Talent Development, Garcia Engineering, 80–85
Corporate objective function
shareholder value maximization and sustainable development, 58–60
sustainable development
economic value, creation of, 49–53
modern economic organization, purpose of, 48–49
transferring value from one societal group to another, 53
Corporate social responsibility (CSR) reporting, 22, 67
corporate citizenship and, 68
defined, 181
popularity of, 181
prevalence and relevancy of, 181
prevalent practices in businesses, 181–189
way to go for sustainability reporting and practices, 188–189
Covid-19, 78
post-Covid-19. See Corporate impacts
Creative Commons licenses, 197
Creative destruction, 123
Creative problem-solving, 139
Creativity
Cultural diversity, 112
defined, 112
impact of, 111
age and experience, 116
marital and parental status, 117–118
race, ethnicity, and nationality, 114–115
religion, 115
sexual orientation, 117
socioeconomic status and education, 115–116
Curriculum, 6
of modern management, 10
Customized marketing communication, 161–162
Cyber Security Summit, 192, 194
Dailies process, 199
Design thinking
Designerly Thinking, 140
Disclosure of Management Approach, 11
Disruptive innovators, 138
Divergent-thinking, 138
Dow Jones Sustainability Index (DJSI), 188, 189
Due-diligence, risk-based, 3, 5
environment, manager’s responsibility toward, 17
people, manager’s role regarding, 14
Dynamic capabilities theory, 131
Economic sustainability, 34
Economic value
created by modern economic organization and, 48–49
transferring from one societal group to another, 53
Economics-driven approach, 200
Ecopreneurs, challenges for, 127–129
resource scarcity, 130
Effectiveness, 8
Effectuation, 124
Efficiency, 8
Efficient stock market, 9
EIRIS Sustainability Ranking, 189
Employee–employer relationship, 197
Employees in workplace, 90, 94
Enabling role, administers rights, 69
Energy-efficient processes, 34
Entrepreneurial bricolage. See Bricolage
Entrepreneurial orientation (EO), 133–134
–outcome relationships, 134
–performance relationships, 134
Entrepreneurial resource management, 130
Entrepreneurs
as designers, 140
grassroots, 134
and bricolage, 134
as design, 142
for-profit, 125
social, 125
Environment, manager’s responsibility toward, 17–19
Environment, social, and governance (ESG) criteria, 184–185
Environmental degradation, 126
Essential materials, 34
Expansionist approach, corporate citizenship, 67
Expectancy, 32
Experience, age and, 116
Exploratory orientation, 137–138
Extended enterprise ecosystem, 96–97
External bricolage, 131
Externality, concept of, 31–32
Exxon Mobil, 97
Fair markets, 19
Financial impacts, 89
affecting multiple stakeholders, 93–94
Firm value
defined, 46
maximization, 46
Four value-enhancing impacts, 79
Frontline manager, 191, 193, 195, 198
information-age, 195
FTSE4Good, 189
General Standard Disclosures, 11
Gig economy, 194
Global Reporting Initiative (GRI), 182
materiality assessment process
material issues, Identifying and prioritizing, 186
materiality matrix, 187
reporting boundaries, 186
review and continuous development, 187–188
validating issues, 187
Governance gaps, 4
Group, defined, 174
Guiding Principles, 3, 4, 5, 6–7
Heuristic model, 175
Hierarchical organizations, 193–200
Human Rights Compliance Assessment Quick Check, 5
Human Rights Council, 4
Humanistic management, 171
Humility, 178
Idea-generation exercises, 138
“Ideal worker” persona, 117, 118
IDEO, 139
Ideological nature, sustainable organizations, 38
Inclusion, 112
Inclusive approach to corporate citizenship, 68
Industrial-age companies, 193
Industrial-era organizations, 200
organizational transformation for sustainability, 193–200
Information-age frontline manager, 195
Information sharing impact. See Communities’ trust and information sharing
bricolage and, 134
Innovativeness, 133
Integrative bargaining, 177
Interdisciplinary nature, sustainable organizations, 37–38
Interface model of TMT and MM, 176
Internal bricolage, 131
International Bill of Rights, 20
Internet, 191
Juridical persons, 69
Key performance indicators (KPIs), 188
Knowledge funnel, 140
Leadership competencies, 20–22
Linear model of entrepreneurship, 124
culture, 9
science, 9
Manager
role in triple bottom line
bedrock requirement and managers’ self-concept, 12–14
conflict-clarifying principles, 5–6
leadership competencies, 20–22
social and moral expectations regarding business, 1–5
Ten Principles, challenge of, 6–11
Marital and parental status, 117–118
Market-driven change, 127
Marketing. See also Social enterprise marketing
activities, adoption of, 157
defined, 155
Material bricolage, 130
Materiality
analysis, 188
assessment process
material issues, identifying and prioritizing, 186
materiality matrix, 187
reporting boundaries, 186
review and continuous development, 187–188
validating issues, 187
defined, 188
Microfinance organization, 158
Middle Managers (MMs), 176, 191, 196
Millennium Development Goals, 10
Minimalist approach, corporate citizenship, 67
Modern economic organization, purpose of, 48–49
Modern management theory, 6–7, 9
Moments of truth, 178
Moral responsibility, managers, 17
Multiplier effects
co-creating value with multiple stakeholders, simultaneously, 95
sweet spot or messy middle, 95–96
National Development Fund for Women, 114
Natural friendship, 173
Negative-externality minimizer, sustainable firm as, 31–32
Neoliberalism, 57
Niche brand, 159
Obama administration, 88
Ola cabs, 198
Open-source approach, 197
Opportunity–resource nexus theory, 124
Organizational transformation for sustainability, 191–193
stable hierarchical organizations to purposeful popup organizing, 193–200
Overtime work, control of, 15
Partnerships for distribution, 159–160
People, manager’s role regarding, 14–17
Perceived competence, 134
Perfect competition market model (PCMM), 52, 55, 57
Perfectly competitive markets, 54
Performance measures, 89
Personal interactions, quality of, 175–177
Personnel impact, 90
Persons, community of, 172–173
Physical science thinking, 32, 33, 38
Pixar, 199
Political approach to corporate citizenship, 68–69
Polycentric governance, 4
Positive synergy. See Synergy
Power dimensions, cultural diversity, 112–113
age and experience, 116
marital and parental status, 117–118
race, ethnicity, and nationality, 114–115
religion, 115
sexual orientation, 117
socioeconomic status and education, 115–116
Private enterprise, 101
Proactiveness, 133
Product/service impacts, 90–91
creating and appropriating, 58
maximizing, 46
Protect and Remedy Framework, 3
Providing role, administers rights, 69
Quality of personal interactions, 175–177
Reasonable accommodations, 117
Reflective practice, 139
Reframing, 197
Relational role, 176
Religion, 115
Resource-based view (RBV) theory, 130, 132–133, 134
Resource constraints, 136
Resource scarcity, 130
Responsible management, corporate citizenship for. See Corporate citizenship
Risk taking, 133
Risk-based due-diligence, 3, 5, 14
environment, manager’s responsibility toward, 17
Rule of thumb, 14
Scaling up, issue of, 159
Self-determination help bricolage behavior, 134
Self-determination theory, 137
Self-regulation, 137
Senior managers, 191
Sexual orientation, 117
Shaping consumer behavior, 158–159
Shaping market, through consumer education, 162–163
Shared mental model, 178
Shareholder value maximization, 46–47
defense of, 54
and sustainable development, 58–60
Shareholder vs. stakeholder perspective of firm, 31
Small and medium enterprises (SMEs), 133, 138
Social enterprise marketing, 153
business and sustainability aspects
consumer advocacy marketing, 160–161
customized marketing communication, 161–162
mainstreaming through background story, 163
shaping market through consumer education, 162–163
value-oriented networking, 163
adoption of marketing activities, 157
mass/niche brand, 159
new product innovations and shaping consumer behavior, 158–159
partnerships for distribution and cobranding, 159–160
professional/idealistic, 157–158
Social entrepreneurs (SEs), 153, 155
Social impact model, 158
Social interactions, 173
Social media, 92
Social philosophy, 172
Social welfare maximization, 54–55
Socioeconomic status and education, 115–116
Solidarity, 173
Sony Pictures, 192
Sphere of influence, concept of, 12–13
“Stand-alone” decision-making, 177
Strategic approach to corporate citizenship, 67–68
Summary model
combining business and sustainability aspects
consumer advocacy marketing, 160–161
customized marketing communication, 161–162
mainstreaming through background story, 163
shaping market through consumer education, 162–163
value-oriented networking, 163
Sustainability, 184
business and
consumer advocacy marketing, 160–161
customized marketing communication, 161–162
mainstreaming through background story, 163
shaping market through consumer education, 162–163
value-oriented networking, 163
job redesign, 36
organizational transformation for, 191–200
reporting, transformation of CSR reporting into. See Corporate social responsibility (CSR) reporting
shareholder vs. stakeholder perspective of firm, 31
strategy framework, integration of, 185
sustainable firm as negative-externality minimizer, 31–32
Sustainability Investing, 188
Sustainable competitive advantages, 56
Sustainable development
corporate objective function, 45–48
economic value, creation of, 49–53
modern economic organization, purpose of, 48–49
transferring value from one societal group to another, 53
defined, 46
shareholder value maximization and, 58–60
Sustainable Development Goals (SDGs), 154–155
Sustainable firm, as negative-externality minimizer, 31–32
Sustainable organizations
business sustainability, 30–31
shareholder vs. stakeholder perspective of firm, 31
sustainable firm as negative-externality minimizer, 31–32
learning and practicing challenges for practitioners, 37–41
science and practice of designing, 34–37
community of persons and common good, 172–173
quality of personal interactions and interpersonal trust, 175–177
role of character traits or virtues, 177–178
Talent Development program, 80–85
Team working, 174
Ten Principles
bedrock requirement and managers’ self-concept, 12–14
conflict-clarifying principles and, 5–6
and International Bill of Rights, 20
management theory implied by, 9
manager’s role
social expectations regarding human rights and moral value, 1–3
Ten Principles Self-Assessment Tool (TPSAT), 5, 11
Tesla cars, 39
Tesla Motors, 199
Think–Talk–Act, 82
Top Management Team (TMT), 176
Toyota, 199
Triple bottom line, manager’s role in
bedrock requirement and managers’ self-concept, 12–14
conflict-clarifying principles, 5–6
leadership competencies, 20–22
social and moral expectations regarding business, 1–5
Ten Principles, challenge of, 6–11
Uber, 198
Uniquely qualified, corporations, 100–102
United Nations Global Compact, 189
Universal Declaration of Human Rights, 2
Value chain, multiplier effects along, 96–99
Value-creating principles, 19
Value-destroying impacts, 79
Value-driven change, 127
Value-neutral management, 9
Value-oriented networking, 163
View of the world, 40
VOLONTARIamo, 73
Win-win approach, 67
Women’s Empowerment Principles (WEP), 114
Workplace
impact, 90
issues of marital and parental status, 117