Citizenship and Sustainability in Organizations: Exploring and Spanning the Boundaries

I People(Intellectual) shamans as transformational change makersShamanism yesterday and nowShamans healing, connecting and sensemakingThe need for systems transformationHealing big narrativesWizards, sangomas, heroes and shamansConclusionNotesReferencesThe importance of psychopathic leadership for citizenship and sustainabilityIntroductionLeadershipPsychopathsCorporate psychopathsCorporate psychopaths and leadershipSustainability and corporate social responsibilityResponsible leadershipPsychopathic leadershipPsychopathic leadership and global financial sustainabilityDiscussionConclusionsReferencesPutting human rights on the corporate agenda: from the Amnesty Business Group to the UN Guiding Principles and beyondTurning point: The Amnesty International UK Business Group: Putting human rights on the corporate agendaNotesReferencesII PartnersStewardship behaviours in sustainable supply chain managementIntroductionStewardship theoryStewardship and sustainabilityStewardship as an organizational approachMultiple theoretical application in sustainable supply chain managementContemporary issues in stewardship applicationConclusionReferencesIn the company of rebels: towards a role for cross-sector partnering in radical change and deep adaptation to climate chaosIntroductionSensing backSeeds of conservatismAcademic conservatismInsights beyond partnershipsRadical partnering?Partnering for deep adaptationConclusionReferencesFactoring the family into corporate citizenshipIntroductionFamily businessFamily and business values and decision-makingFamily business philanthropyFamily businesses and community engagementThe mediating role of family values in decision-makingModelling corporate citizenshipConclusionsReferencesRural innovation ecosystems: thriving through diverse collaborationDiversity and rural contextsInnovation ecosystems and anchor institutionsChallenges with anchor institutionsSustainable innovationRural business and wellbeingRural resilienceConclusionReferencesIII ProcessesUp: are Sustainability Leaders from 2001 still delivering superior financial returns?IntroductionWhat has happened to them in the 18 years since 2001?How have they performed over those 18 years, from an investor’s perspective?A summaryDiscussion and reflectionsThe mainstreaming of sustainabilityExploring the concept of a Sustainability LeaderSummaryNoteReferencesDethroning shareholder primacy: the imperative to redesign transnational corporationsRoots of the dominant designPrinciples for redesignRoadmap to redesignReferencesIngredients for our common future: fourth-generation sustainable business models and the need for developing sustainability intelligenceIntroductionThree generations of sustainable business modelsFirst-generation modelsSecond-generation modelsThird-generation modelsFourth-generation sustainable business modelsThe composition of sustainability intelligenceNaïve intelligenceNative intelligenceNarrative intelligenceConclusionNotesReferencesPlanet homeAfterword
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