Organizational Change for Corporate Sustainability

Benn, S; Dunphy, D; Griffiths, A

Organizational Change for Corporate Sustainability

Benn, S

Dunphy, D Griffiths, A

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Publisher:: Routledge
Publication Type:: Book
Citation:: 2014, 3, pp. 1 - 364 (364)
Issue Date:: 2014-05-09

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Field	Value	Language
dc.contributor.author	Benn, S https://orcid.org/0000-0002-5282-2255	en_US
dc.contributor.author	Dunphy, D	en_US
dc.contributor.author	Griffiths, A	en_US
dc.date.issued	2014-05-09	en_US
dc.identifier.citation	2014, 3, pp. 1 - 364 (364)	en_US
dc.identifier.isbn	131781911X	en_US
dc.identifier.isbn	9781317819110	en_US
dc.identifier.uri	http://hdl.handle.net/10453/37639
dc.description.abstract	Since this classic book was first published in 2003, sustainability has increasingly become mainstream business for leading corporations, whilst the topic itself has also been a hotly debated political issue across the globe. The sustainability phase models originally discussed in the book have become more relevant with ever more examples of organizations at later stages in the development of corporate sustainability. Bringing together global issues of ecological sustainability, strategic human resource management, organizational change, corporate social responsibility, leadership and community renewal, this new edition of the book further develops its unified approach to corporate sustainability and its plan of action to bring about corporate change. It integrates new research and brings illustrative case studies up to date to reflect how new approaches affect change and leadership. For the first time, a new positive model of a future sustainable world is included - strengthened by references to the global financial crisis, burgeoning world population numbers and the rise of China. With new case studies including BP's Gulf oil spill and Tokyo Electric Company's nuclear reactor disaster, this new edition will again be core reading for students and researchers of sustainability and business, organizational change and corporate social responsibility.	en_US
dc.publisher	Routledge	en_US
dc.title	Organizational Change for Corporate Sustainability	en_US
dc.type	Book
utslib.location	Oxon, UK	en_US
utslib.for	1503 Business and Management	en_US
utslib.citation.edition	3	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Business
pubs.organisational-group	/University of Technology Sydney/Faculty of Business/Management Discipline
utslib.copyright.status	closed_access
pubs.consider-herdc	true	en_US
pubs.edition	3	en_US
pubs.place-of-publication	Oxon, UK	en_US
pubs.publication-status	Published	en_US

Abstract:

Since this classic book was first published in 2003, sustainability has increasingly become mainstream business for leading corporations, whilst the topic itself has also been a hotly debated political issue across the globe. The sustainability phase models originally discussed in the book have become more relevant with ever more examples of organizations at later stages in the development of corporate sustainability. Bringing together global issues of ecological sustainability, strategic human resource management, organizational change, corporate social responsibility, leadership and community renewal, this new edition of the book further develops its unified approach to corporate sustainability and its plan of action to bring about corporate change. It integrates new research and brings illustrative case studies up to date to reflect how new approaches affect change and leadership. For the first time, a new positive model of a future sustainable world is included - strengthened by references to the global financial crisis, burgeoning world population numbers and the rise of China. With new case studies including BP's Gulf oil spill and Tokyo Electric Company's nuclear reactor disaster, this new edition will again be core reading for students and researchers of sustainability and business, organizational change and corporate social responsibility.

Please use this identifier to cite or link to this item:

http://hdl.handle.net/10453/37639