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Citizenship and Sustainability in Organizations: Exploring and Spanning the Boundaries

I People (Intellectual) shamans as transformational change makers Shamanism yesterday and now Shamans healing, connecting and sensemaking The need for systems transformation Healing big narratives Wizards, sangomas, heroes and shamans Conclusion Notes References The importance of psychopathic leadership for citizenship and sustainability Introduction Leadership Psychopaths Corporate psychopaths Corporate psychopaths and leadership Sustainability and corporate social responsibility Responsible leadership Psychopathic leadership Psychopathic leadership and global financial sustainability Discussion Conclusions References Putting human rights on the corporate agenda: from the Amnesty Business Group to the UN Guiding Principles and beyond Turning point: The Amnesty International UK Business Group: Putting human rights on the corporate agenda Notes References II Partners Stewardship behaviours in sustainable supply chain management Introduction Stewardship theory Stewardship and sustainability Stewardship as an organizational approach Multiple theoretical application in sustainable supply chain management Contemporary issues in stewardship application Conclusion References In the company of rebels: towards a role for cross-sector partnering in radical change and deep adaptation to climate chaos Introduction Sensing back Seeds of conservatism Academic conservatism Insights beyond partnerships Radical partnering?Partnering for deep adaptation Conclusion References Factoring the family into corporate citizenship Introduction Family business Family and business values and decision-making Family business philanthropy Family businesses and community engagement The mediating role of family values in decision-making Modelling corporate citizenship Conclusions References Rural innovation ecosystems: thriving through diverse collaboration Diversity and rural contexts Innovation ecosystems and anchor institutions Challenges with anchor institutions Sustainable innovation Rural business and wellbeing Rural resilience Conclusion References III Processes Up: are Sustainability Leaders from 2001 still delivering superior financial returns?Introduction What has happened to them in the 18 years since 2001?How have they performed over those 18 years, from an investor’s perspective?A summary Discussion and reflections The mainstreaming of sustainability Exploring the concept of a Sustainability Leader Summary Note References Dethroning shareholder primacy: the imperative to redesign transnational corporations Roots of the dominant design Principles for redesign Roadmap to redesign References Ingredients for our common future: fourth-generation sustainable business models and the need for developing sustainability intelligence Introduction Three generations of sustainable business models First-generation models Second-generation models Third-generation models Fourth-generation sustainable business models The composition of sustainability intelligence Naïve intelligence Native intelligence Narrative intelligence Conclusion Notes References Planet home Afterword

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