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Sustainable Management: Coping with the Dilemmas of Resource-Oriented Management.
Inhaltsverzeichnis :
Part I. Understanding Sustainability
1. Sustainability and Society
1.1. Germany′s National Sustainability Strategy
1.2. The Discussion on Climate Change
1.3. The Scarcity of Resources in the World
1.4. Institutions for Sustainable Development
1.4.1. The Brundtland Commission
1.4.2. The German Council for Sustainable Development
1.4.3. Global Compact
1.5. Education for a Sustainable Development
1.5.1. Principles for Responsible Management Education
1.5.2. Organizational Competencies for a More Sustainable Development
1.6. Digression: The Sustainable University
1.6.1. Two Perspectives on the Sustainable University
1.6.2. From Areas of Action to Selected Activities
1.6.3. From Activities to Objectives
1.7. Sustainability as Normative Metaphor for Global Justice
- Further Reflection
- References

2. Quo Vadis, Environmental Management?
2.1. The Development of Environmental Management Studies
2.1.1. Are Profit and Environmental Protection Goals Complementary?
2.1.2. Generating Profits Through Environmental Protection
2.2. A Critical Evaluation of Environmental Management Systems
2.2.1. The Logic of Management Systems
2.2.2. Pros and Cons of Management Systems
2.2.3. Incentives-Contributions-Equilibrium for Environmental Management Systems
2.2.4. The Blind Spot: Contradictory Decision-Making Processes
2.3. A Critical Evaluation of the Win-Win-Hypothesis
2.3.1. The Negative Image of Costs
2.3.2. Positive Effects of Increased Efficiency for the Firm
2.3.3. Negative Effects of Increased Efficiency for the Firm
2.4. Environmental Management Studies and the Efficiency Trap
- Further Reflection
- References

3. Quo Vadis, Social Responsibility?
3.1. Corporate Social Responsibility in Practice
3.2. Corporate Social Responsibility in Theory
3.2.1. The Pressure to Externalize Costs
3.2.2. The Semantics of Responsibility
3.3. The Responsibility Trap
- Further Reflection
- References

4. Sustainability as Economic Rationality
4.1. The Rationality of Sustainability: Historical Roots
4.2. Sustainable Forestry
4.3. Profit-Orientation vs. Housekeeping
4.4. Firms as Resource-Dependent Systems
4.5. Sustainability as Strategic Success with Regard to Resources
4.6. Sustainability as a Contribution Towards a More Comprehensive Theory of the Firm
- Further Reflection
- References

Part II. Theoretical Impulses
5. A Theory of Management Ecology
5.1. Market Communities as Business Ecosystems
5.1.1. The Business Ecosystem Metaphor
5.1.2. What is a Successful Business Ecosystem Like?
5.1.3. New Perspectives on the Relationships Between Firms and Society?
5.2. Building Blocks for A New Theory of Management Ecology
5.2.1. The Systems-Theoretic Approach: Survival Through Openness
5.2.2. The Co-Evolutionary Approach: Surviving Through Community
5.2.3. Ecology: Surviving as a Household
5.3. The Household Approach: Surviving as a Resource Community
5.3.1. The Development from oikos to the Private Household
5.3.2. Housekeeping Theory in Business Sciences
5.3.3. Theoretical Significance of Household Economics
5.3.4. The Rationality of Housekeeping
5.3.5. The New Housekeeping-Oriented Building Block
5.4. Household Communities as the Objective of Management Ecology
- Further Reflection
- References

6. Dominant Management Rationalities and the Necessary Improvements for a More Sustainable Management
6.1. Change of Management Rationalities
6.2. Rationality and Its Dissidents
6.3. A Model of Management Rationalities
6.4. Improvement on the System Level
6.4.1. System Rationality I: Survival Through Attainment of Ends
6.4.2. Digression: Survival and Attainment of Ends: Two Different Rationalities?
6.4.3. System Rationality II: Survival Through Repercussion Control
6.4.4. Implication: Dualistic Definition of Success
6.5. Improvement on the Means-End Level
6.5.1. Means-End Rationality I: Profit Through Efficiency Increase
6.5.2. Means-End Rationality II: Stability Through Preservation of the Resource Base
6.5.3. Sustainability and Efficiency as Contradictory Means-End Rationalities
6.5.4. Efficiency and Sustainability in the Value Context
6.6. Enhancement on the Decision Level
6.6.1. Decision Rationality I: Cost-Benefit-Maximization (Utility Maximization) on a Short-Term Basis
6.6.2. Decision Rationality II: Non-Consequentialist Ties on A Long-Term Basis
6.7. Implications for the Change of Economic Behaviour
- Further Reflection
- References

7. Coping with Contradictions as Core Problem of Modern and Sustainability-Oriented Management Studies
7.1. Contradictions in Management Studies
7.2. Terminology of Contradictions
7.2.1. Contradiction in Philosophy
7.2.2. Contradiction-Related Thinking Contexts
7.2.3. Contradiction-Related Terms
7.2.4. The Nature of Contradictions
7.3. Logical Ways of Coping with Contradictions
7.3.1. Non-Coping Through Ignorance or Abstraction
7.3.2. Systematization of Logical Ways of Coping with Contradictions
7.3.3. The Pendulum
7.3.4. Hybrid and Segmenting
7.3.5. Tightrope-Walking and Balancing
7.4. Decision-Making, Trade-Offs and Contradictions
7.4.1. Trade-Offs: The Decision-Making Problem with Contradictions
7.4.2. Prescriptive Decision Theory and Trade-Offs
7.4.3. Descriptive Decision Theory and Trade-Offs
7.4.4. Ways of Coping with Trade-Offs
7.5. Implications for a Contradiction Management
7.6. Coping with Contradictions Through Tolerance of Ambivalence and Ambiguity
7.6.1. Leadership and Contradictions
7.6.2. Tolerance of Ambiguity
7.6.3. Tolerance of Ambivalence
7.6.4. Exemplary Linkage of Tolerance of Contradictions and Coping with Contradictions
- Further Reflection
- References

Part III. Sustainable Resource Management
8. The Use of the Term ″Resource″ in Management Studies
8.1. Deficits of Strategic Management Studies
8.2. Different Resource Terms
8.2.1. Resource Definition of the Input-Transformation-Output Model
8.2.2. Resource Definition of the Resource-Based View
8.2.3. Resource Definition of the Means-End-Scheme
8.2.4. Against the Everyday-Perception of Resources?
8.3. Resource Relationships: Mutual or Dependent?
8.4. Autonomies of Sources
8.4.1. The Natural Environment as a Source
8.4.2. The Economy as a Source
8.4.3. The Society as a Source
8.5. An Overview of the Perception of Resources in Functional Business Areas
8.5.1. Environmental Management and Conservation of Natural Resources
8.5.2. Human Resource Management and the Sustainable Treatment of Resources
8.5.3. Marketing and the Sustainable Treatment of Resources
8.6. Management Studies on the Way Toward a Resource-Oriented Business Image
- Further Reflection
- References

9. Salutogenesis as Heuristic for Resource-Oriented Management Studies
9.1. Sustainability and Health
9.2. Health Management and Management Studies
9.3. Pathogenesis: The Traditional Thinking Model
9.4. Salutogenesis: The New Thinking Model
9.4.1. History of Origins
9.4.2. The Sense of Coherence as a Central Resource for Health
9.4.3. Health and the Resource Term
9.5. Insights for an Institutional Resource Management
9.5.1. From the Individual to the Institutional Resource Management
9.5.2. Approaches for an Institutional Resource Transaction Model
9.5.3. Moderating Role of Immaterial Resources
9.6. Contributions to a Sustainable Resource Management
- Further Reflection
- References

10. Strategic Resource Management
10.1. Sustainability and Strategic Management
10.2. From Market Strategies to Sustainable Management Strategies
10.2.1. Sustainable Resource Management in Human Resource Management
10.2.2. Sustainable Resource Management in Marketing
10.2.3. Sustainable Resource Management in Environmental Issues
10.3. Strategic Sustainability Vector
10.4. Business Principles for Management Ecology
10.5. Strategic Resource Controlling
10.5.1. SWOT Analysis for Management Ecology
10.5.2. Management of Resource Regimes
10.6. Resource-Oriented Sustainability Monitoring
- Further Reflection
- References