Оглавление
Группа авторов. Sustainable Management for Managers and Engineers
Table of Contents
List of Illustrations
List of Tables
Guide
Pages
Sustainable Management for Managers and Engineers
Preface
1. Choice Architecture: Nudging for Sustainable Behavior
1.1. Choice architecture and nudging. 1.1.1. Choice architecture
1.1.2. Nudging: using choice architecture for good
1.2. Theoretical roots and applications around the word
1.2.1. Heuristics and systematic errors
1.2.2. Libertarian paternalism
1.2.3. Pro-self and pro-society nudges
1.2.4. Nudging around the world
1.2.4.1. The United States
1.2.4.2. The United Kingdom
1.2.4.3. The European Union
1.2.4.4. The Organization for Economic Co-operation and Development
1.2.4.5. The World Bank
1.2.4.6. The United Arab Emirates
1.2.4.7. Other initiatives worldwide
1.3. Nudging for sustainability. 1.3.1. Nudging tools for sustainable behavior
1.3.1.1. Heuristics-based nudging
1.3.1.2. Information-based nudging
1.3.2. Behavioral insights
1.3.2.1. Simplification
1.3.2.2. Environment or context
1.3.2.3. Framing and salience
1.3.2.4. Defaults: automatic enrolment and presumed consent policies
1.3.2.5. Reminders and deadlines
1.3.2.6. Social norms
1.3.2.7. Information: generate awareness and empower people for better decision-making
1.3.2.8. Self-nudging and self-regulation
1.3.2.9. Reducing sludge
1.4. Challenges and final remarks
1.5. References
2. Embedding Corporate Sustainability in Human Resource Management Practice
2.1. Introduction
2.2. Corporate social responsibility and corporate sustainability
2.2.1. Corporate social responsibility
2.2.2. Corporate sustainability
2.3. Human resource management
2.3.1. A short evolutionary history of HRM
2.4. The nexus of human resource management and corporate sustainability
2.4.1. Instrumental CSR-HRM
2.4.2. Social integrative CSR-HRM
2.4.3. Political CSR-HRM
2.5. Embedding corporate sustainability in HRM practices
2.5.1. Recruitment and selection practices
2.5.2. Training and development practices
2.5.3. Motivation, performance and appraisal
2.5.4. Rewards, compensation and benefits
2.6. Conclusion
2.7. References
3. Competency Cultivation of Mechanical Engineers in the Process of Social Sustainable Development
3.1. The importance of the basic qualities of mechanical engineers for the sustainable development of society. 3.1.1. What are the basic qualities of a mechanical engineer?
3.1.2. How to achieve sustainable development of mechanical engineers
3.1.3. The relationship between the sustainable development of mechanical engineers and the sustainable development of society
3.2. Mechanical engineers must observe ethics and laws
3.2.1. The importance of engineering ethics
3.2.2. Problems and causes of engineering ethics
3.2.3. Legal issues in manufacturing
3.3. Mechanical engineers shoulder responsibility for environmental protection. 3.3.1. Environmental pollution from industrial production is widespread
3.3.2. Engineers should know how to control industrial environmental pollution
3.4. Mechanical engineers must be familiar with traditions and learn to innovate
3.5. Mechanical engineers should pay attention to product quality management and quality assurance systems
3.6. Mechanical engineers should have a time view, a cost view and a risk view
3.6.1. Establish the concept of time, follow the trend of industry development
3.6.2. Set up the cost view, strengthen the core competition ability
3.6.3. Establish the concept of project risk to avoid the occurrence of major losses
3.7. Mechanical engineers should have a global vision. 3.7.1. Establish a system concept and give play to the role of system engineering
3.7.2. Strengthen international exchanges and promote common progress within the industry
3.8. Conclusion
3.9. Acknowledgements
3.10. References
4. Essentials of Sustainability: A Roadmap for Businesses
4.1. Introduction
4.2. Definition of sustainability
4.3. History of sustainability
4.4. Sustainability entrepreneurship
4.5. Sustainable business
4.6. Sustainability leadership and culture
4.7. Sustainability innovation
4.8. Conclusion
4.9. References
5. Styles of Leadership and Perceptions of Corporate Social Responsibility
5.1. Introduction
5.2. Styles of leadership and SR perceptions. 5.2.1. Styles of leadership: transformational, transactional and laissez-faire
5.2.2. SR perceptions
5.2.3. Relationships between styles of leadership and SR
5.2.4. Research model and hypotheses
5.3. Method
5.4. Results. 5.4.1. Analysis of scale reliability
5.4.2. Mean and standard sample deviation
5.4.3. Analysis of variable correlations
5.4.4. Multiple regression analysis
5.5. Discussion of the results
5.6. Conclusion
5.7. References
6. Corporate Social Responsibility Reporting: Background, Evolution and Sustainability Promoter
6.1. Introduction
6.2. A brief history of CSR development and conceptualization
6.2.1. Timeline of CSR development
6.2.2. Opponents and supporters of CSR
6.2.3. Carroll’s pyramid of corporate social responsibility
6.2.4. The three-domain model of CSR
6.3. Corporate social reporting – standardization and policy
6.3.1. Corporate social reporting standards
6.3.2. Corporate social reporting policy
6.3.3. Carrots and sticks analysis
6.4. Analysis of the GRI reporting enterprises between 2007 and 2017
6.4.1. Analysis of the GRI reporting enterprises from the energy sector between 2007 and 2017
6.4.2. Analysis of the GRI reporting enterprises from the chemicals sector between 2007 and 2017
6.4.3. Analysis of the GRI reporting enterprises from the metal products sector between 2007 and 2017
6.4.4. Analysis of the GRI reporting enterprises from the mining sector between 2007 and 2017
6.4.5. Analysis of the GRI reporting enterprises from the automotive sector between 2007 and 2017
6.5. Conclusion
6.6. References
7. Integrated Management Systems Under the Banner of Sustainable Development: Risks and Opportunities
7.1. Introduction. 7.1.1. Organizations and sustainable development
7.1.2. Integrated management systems in the context of sustainable development
7.2. Evolution of approaches for management systems. 7.2.1. Quality and quality management system
7.2.1.1. Risk and risk management
7.2.2. The environment and the environmental management system
7.2.3. Occupational safety and health management system
7.3. Conclusion
7.4. References
8. Mentoring… Really? And Why Not?
8.1. Introduction
8.2. Concept of mentoring. 8.2.1. Development of the mentoring concept
8.2.2. Mentoring, the concept
8.2.3. Types of mentoring. 8.2.3.1. Formal versus informal mentoring
8.2.3.2. Reverse mentoring
8.2.3.3. Peer mentoring
8.2.3.4. Other mentoring types
8.2.4. Mentoring objectives
8.2.5. Mentoring participants
8.2.5.1. Mentor
8.2.5.2. Mentee
8.2.5.3. Organization
8.2.6. Advantages and disadvantages of mentoring
8.2.6.1. Advantages for the mentee
8.2.6.2. Advantages for the mentor
8.2.6.3. Advantages for the organization
8.2.6.4. Disadvantages of mentoring
8.2.6.5. Disadvantages to the mentee
8.2.6.6. Disadvantages to the mentor
8.2.6.7. Disadvantages to the organization
8.2.7. Mentoring: facilitators and obstacles
8.2.7.1. Success of mentoring programs
8.2.7.2. Problems with mentoring programs
8.2.7.3. Planning, creating and implementing mentoring programs
8.2.7.4. Supervision of mentoring programs and feedback
8.2.7.5. Mentor–mentee pair
8.2.7.6. Mentor–mentee relationship
8.2.7.7. Management support
8.3. Conclusion
8.4. References
9. Stop Camouflaging it in Green: Do Not Confuse Corporate Social Responsibility with Sustainable Management
9.1. Introduction
9.2. Ecological Economics
9.3. Sustainable Management
9.4. Corporate Social Responsibility
9.5. Where do the concepts match and mismatch?
9.6. Conclusion
9.7. References
List of Authors
Index. A
B
C
D, E
F, G
H, I
L
M
N, O
P
Q, R
S
T, V, W
2020
2019
2018
2017
2016
2015
2014
2013
2012
2011
2010
2009
2008
2007
2006
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