1,721,140 research outputs found
Here’s how to convince CEOs to support government climate action at the expense of their own profits
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How do business leaders account for what shapes Responsible leadership? Lobbying for the SDGs
No full textThis paper focuses on the phenomenon of corporate lobbying for more ambitious government intervention to tackle sustainability challenges and explores how we can account for the occurrence of such activity. To do this it builds on both the Responsible Leadership literature and Ricoeur’s theories of the self, motivated action and the ethical intention in the context of an empirical case – that of corporate lobbying for the UN Sustainable Development Goals over the period 2012-2015
JONES, Stephanie y GOSLING, Jonathan, Napoleonic leadership. A study in Power. Londres, SAGE, 2015, 142 pp.
No full textThe role of supply chain leadership in the learning of sustainable practice: toward an integrated framework
No full textAcceptedArticleNOTICE: this is the author’s version of a work that was accepted for publication in Journal of Cleaner Production. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in Journal of Cleaner Production doi:10.1016/j.jclepro.2014.10.029Sustainable supply chain management (SSCM) is a topic that has become increasingly important in recent years. However, very few papers focus on studying SSCM from both leadership and learning perspectives. In this research, we carry out a content-based literature review on the intersections of Supply Chain leadership, Supply Chain Learning and SSCM; we propose a conceptual framework on how focal companies assuming a leadership role initiate and disseminate sustainable practices in their supply chains. Three types of sustainable supply chain management (SSCM) strategies (i.e., reactive, contributive and proactive) have been identified in this research based on four dimensions of SSCM governance, supply chain learning, supply chain leadership and SSCM performance. It is argued that two new constructs of supply chain learning and supply chain leadership are an integral part of the SSCM conceptual framework developed from the literature and have significant implication to our understanding of SSCM
JONES, Stephanie y GOSLING, Jonathan, Napoleonic leadership. A study in Power. Londres, SAGE, 2015, 142 pp.
Get PDFLeadership and Expectation: Thomas Pynchon
No full text[Extract] 'What can I do? There is absolutely nothing I can change.' This kind of statement will be familiar to anyone who has worked in a complex organisation. It denotes a vague feeling of helplessness brought on by one's perceived inability to influence the organisation or pursue meaningful courses of action in the face of its anonymous 'hierarchy' and powerful bosses. However, the statement takes on a different order of salience and implication when uttered by a top manager. In a concrete case known to one of the authors, this erie de cour came from a director of what was, at the time, the second largest bank in Germany. The author was, himself, a member of the second tier of management and responsible to the executive board. Together with one colleague he was responsible for the complete back-office activities concerning transactions for securities, custody and payments. These departments had a combined workforce of about 3000 employees
Supply chain strategy design and deployment: understanding how sustainability is changing the game
No full textIntegrating the environmental and social sustainability pillars into the lean and agile supply chain management paradigms: A literature review and future research directions
Get PDFEstablished supply chain management paradigms such as leanness, agility, and sustainability have received increased attention in the literature, but mainly as separate topics. However, while the importance of sustainability as a competitive priority has grown significantly in recent years, companies still try to reconcile the pressures of enhancing their supply chain efficiency and effectiveness. Thus, understanding what is the best way for companies to design and implement a system of practices that meets, on the one hand, the environmental and social requirements of a wide set of stakeholders and, on the other hand, the need to be lean (efficient and waste free) and/or agile (fast and flexible to the needs of the market place) is critical. Our paper develops a systematic literature review addressing the integration of lean, agile and sustainable supply chain management paradigms. 73 papers are analysed, deriving 6 types of integration between lean & sustainable and agile & sustainable supply chain paradigms. To achieve each type of integration, a set of practices are highlighted. Interestingly, the same practices can support different integration types. The paper discusses possible reasons behind these differences and provides future research directions. We suggest further studies should be devoted to investigating the agile â sustainable paradigms integration more in depth as well as the effect of including social dimension when considering the integration between established and sustainable supply chain paradigms. Moreover, we address the lack of empirical studies and the need to take an evolutionary perspective when looking at the integration. Finally, we suggest developing conceptual and empirical studies on whether and how integration between paradigms is contingent upon the strategic relevance of sustainability
Understanding the role of sustainability in Lean and Agile supply chain strategies: literature review and future research directions
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