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A behind-the-scenes look at how corporate and financial actors enforce a business-friendly approach to global sustainability In recent years, companies have felt the pressure to be transparent about their environmental impact. Large documents containing summaries of yearly emissions rates, carbon output, and utilized resources are shared on companies’ social media pages, websites, and employee briefings in a bid for public confidence in corporate responsibility. And yet, Matthew Archer argues, these metrics are often just hollow symbols. Unsustainable contends with the world of big banks and multinational corporations, where sustainability begins and ends with measuring and reporting. Drawing on five years of research among sustainability professionals in the US and Europe, Unsustainable shows how this depoliticizing tendency to frame sustainability as a technical issue enhances and obscures corporate power while doing little, if anything, to address the root causes of the climate crisis and issues of social inequality. Through this obsession with metrics and indicators, the adage that you can’t manage what you can’t measure transforms into a belief that once you’ve measured social and environmental impacts, the market will simply manage them for you. The book draws on diverse sources of evidence—ethnographic fieldwork among a wide array of sustainability professionals, interviews with private bankers, and apocalyptic science fiction—and features analyses of name-brand companies including Volkswagen, Unilever, and Nestlé. Making the case for the limits of measuring and reporting, Archer seeks to mobilize alternative approaches. Through an intersectional lens incorporating Black and Indigenous theories of knowledge, power and value, he offers a vision of sustainability that aims to be more effective and more socially and ecologically just.
Strategies for becoming a fully functional E-business This book provides executives, managers, and entrepreneurs with practical ideas and techniques that will help them improve the way they implement and manage E-commerce and E-business. The authors have been E-business strategy consultants for over a decade, and this book is based on their experiences working with hundreds of Fortune 500 companies and dot com startups. The book is filled with examples of how companies across industries have used the Internet to sell in business-to-business E-marketplaces, as well as direct to consumers, and the problems they have encountered in the process. The book also covers many topics that other E-business books miss, including the impact of the Net's underground economy and how to involve customers emotionally with a Web-based business. David Taylor and Alyse Terhune (Stamford, CT) founded eMarket Holdings, LLC, an E-business strategy consulting firm in 1999. They have been e-commerce and e-business consultants for over a decade, primarily at Gartner Group, Inc.
Japanese industry is the envy of the world for its efficient and humane management practices. Yet, as William Tsutsui argues, the origins and implications of "Japanese-style management" are poorly understood. Contrary to widespread belief, Japan's acclaimed strategies are not particularly novel or even especially Japanese. Tsutsui traces the roots of these practices to Scientific Management, or Taylorism, an American concept that arrived in Japan at the turn of the century. During subsequent decades, this imported model was embraced--and ultimately transformed--in Japan's industrial workshops. Imitation gave rise to innovation as Japanese managers sought a "revised" Taylorism that combined mechanistic efficiency with respect for the humanity of labor. Tsutsui's groundbreaking study charts Taylorism's Japanese incarnation, from the "efficiency movement" of the 1920s, through Depression-era "rationalization" and wartime mobilization, up to postwar "productivity" drives and quality-control campaigns. Taylorism became more than a management tool; its spread beyond the factory was a potent intellectual template in debates over economic growth, social policy, and political authority in modern Japan. Tsutsui's historical and comparative perspectives reveal the centrality of Japanese Taylorism to ongoing discussions of Japan's government-industry relations and the evolution of Fordist mass production. He compels us to rethink what implications Japanese-style management has for Western industries, as well as the future of Japan itself.
Hugo is the Latinized form of the name Hugh and was used in the Middle Ages as the official written form. Hugh has Frankish (Germanic) roots and comes from the Old French “Hughes” derived from “hug,” meaning ‘heart, mind, spirit.’ The aristocracy of medieval France adopted Hugh/Hugo, no doubt due to the name’s favorable meaning, i.e., an intelligent person or one who is bright in heart, mind, and spirit. My uncle Heinz liked the name and his first car, a 1945 Dodge that carried the family all over California, from Crystal Lake in the San Bernardino Mountains to Huntington Beach, and all on bald tires, Hugo 1. I am not sure how intelligent our escapades were, but the brightness in heart, mind, and spirit went a long way. This story’s purpose is a joyride of possibilities that run through my mind as I recall the carefree days in Hugo 1.
Knowing workplace etiquette can get a person a raise or promotion--and can keep him or her from getting fired. Oliver tackles the topic in this savvy resource.
The Intrapreneurship Formula is a practical guide for corporate leaders and managers who aspire to drive corporate innovation. The world we are in today is experiencing an acceleration of technological advancement. More companies are facing disruptions. Companies must innovate to survive. 80% of the leaders know the importance of innovating but most do not know where to start. What they don’t know is they already have the crucial asset of innovation in their organization - their employees. The question is, how to activate the employees to innovate. This book provides a simple and actionable framework that leaders can apply to drive corporate entrepreneurship. It’s a playbook with tools and tested methodologies including Design Thinking, Lean Startup, Agile, etc. –a must read for anyone working on innovation in medium- to large-size companies. The framework and tools, when implemented, will help the company constantly come up with innovation and capture growth.
For more than 40 years, Computerworld has been the leading source of technology news and information for IT influencers worldwide. Computerworld's award-winning Web site (Computerworld.com), twice-monthly publication, focused conference series and custom research form the hub of the world's largest global IT media network.
Postmodern architecture - with its return to ornamentality, historical quotation, and low-culture kitsch - has long been seen as a critical and popular anodyne to the worst aspects of modernist architecture: glass boxes built in urban locales as so many interchangeable, generic anti-architectural cubes and slabs. This book extends this debate beyond the modernist/postmodernist rivalry to situate postmodernism as an already superseded concept that has been upended by deconstructionist and virtual architecture as well as the continued turn toward the use of theming in much new public and corporate space. It investigates architecture on the margins of postmodernism -- those places where both architecture and postmodernism begin to break down and to reveal new forms and new relationships. The book examines in detail not only a wide range of architectural phenomena such as theme parks, casinos, specific modernist and postmodernist buildings, but also interrogates architecture in relation to identity, specifically Native American and gay male identities, as they are reflected in new notions of the built environment. In dealing specifically with the intersection between postmodern architecture and virtual and filmic definitions of space, as well as with theming, and gender and racial identities, this book provides provides ground-breaking insights not only into postmodern architecture, but into spatial thinking in general.
" ""Here is a gripping whodunit in a most unexpected setting, amidst the eventful careers of alumni of India's top management institutions. A must-read for all those who want to explore the lives and times of young Indian MBAs"" Prof. Rishikesha T Krishnan (Director, IIM Indore) “The book is an interesting and an easy read. It refreshingly delves on many shades of human feelings and emotions experienced by four IIM / IIT graduates in their personal and professional lives!” Anantha Radhakrishnan (CEO & MD, Infosys BPO Ltd.) ""This is a book worth reading! The narrative is lucid and the characters are relatable. What sets the book apart from others is the excellent choice of vocabulary to vividly describe minute details that we habitually ignore in the daily rush of life. It will take you back to your college and early career days and make you reflect nostalgically. "" Manish Maheshwari (CEO, Network18 Digital) “Interesting characters and narrative that weave B-school dilemmas and post B-school dilemmas in a captivating plot!” Pushkaraj Shenai (CEO, Lakmé Lever, India) "