Sukhbir Sandhu

Shifting Paradigms in Corporate Environmentalism: From Poachers to Gamekeepers

This article provides an insight into the changing role of businesses in dealing with the natural environment issues. From being regarded as poachers of the natural environment, many businesses have now started to position themselves as gamekeepers of the natural environment. This article traces the events and factors that have contributed toward this shift. The article starts with an introduction to the current state of the natural environment. It then discusses the role that businesses have traditionally played in contributing toward the rapid deterioration of the natural environment. The article then traces the events that have gradually resulted in businesses accepting that they have a responsibility to address environmental issues. This is followed by an overview of the business responses, to the risks and opportunities, posed by changes in the natural environment. The article then provides a brief overview of the various phase models that attempt to categorize business responses to environmental issue. The conclusion focuses on the challenges that lie ahead.

Poverty, development, and Himalayan ecosystems

AbstractThe Himalayas are rich in biodiversity but vulnerable to anthropogenic pressures. They are also host to growing number of rural poor who are dependent on forest and ecosystem services for their livelihood. Local and global efforts to integrate poverty alleviation and biodiversity conservation in the Himalayas remain elusive so far. In this work, we highlight two key impediments in achieving sustainable development in the Himalayas. On the positive side, we also highlight the work of Ashoka Trust for Research in Ecology and the Environment (ATREE), a research organization based in India that seeks to integrate biodiversity concerns with livelihood security. For impediments, we draw on two examples from the Darjeeling district, India, in Eastern Himalayan region to illustrate how development organizations are failing to simultaneously address poverty and environmental issues. Based on the success of ATREE, we then propose a conceptual framework to integrate livelihood generating activities with sustainable and equitable development agenda. We recommend developing a Hindu-Kush Himalayan Ecosystem Services Network in the region to formulate a strategy for further action. We conclude by offering measures to address the challenge of integrating livelihood and environment issues through this network.

Assessing Risks and Opportunities Arising from Ecosystem Change in Primary Industries Using Ecosystem-Based Business Risk Analysis Tool

ABSTRACT Land-based primary industries depend on the health of ecosystems that provide ecosystem services (ES) such as fresh water, pollination, and natural hazard protection among others. Degradation of ES can pose a number of risks to businesses and the well-being of rural populations. At the same time these ecosystem-based risks create new business opportunities. In this work, three land-based organizations were evaluated using case study approaches comprising a dairy processing company, a grain company, and a wine-making company. In-depth interviews with environmental managers of these organizations were used to elicit the current organizational approaches to identifying key environmental risks associated with ecosystem degradation and the ways they deal with these risks. After initial analysis of the interview data, the production component of these organizations was further examined using an Ecosystem Services Review (ESR) model with their respective environmental management teams. This resulted in the development of an ecosystem-based impact and dependence profile for each case study company. From these profiles, risks and opportunities were identified by developing the Ecosystem Based Business Risk Analysis Tool (EBBRAT). This can be used as an internal management tool by organizations to improve profiles and evaluation of ecosystem-based risks and opportunities.

From Foe to Friend: Complex Mutual Adaptation of Multinational Corporations and Nongovernmental Organizations

The relationship between multinational corporations (MNCs) and nongovernmental organizations (NGOs) on social and environmental issues sometimes evolves from being antagonistic to cooperative. To explore how MNCs and NGOs are able to cooperate as friends rather than remain foes, this conceptual research drawing on complexity theory examines a proposed process of mutual adaptation occurring through more flexible semi-structures that support the evolution of (a) joint strategic responses enabled by future gazing, (b) communication systems that facilitate joint strategic responses, and (c) coordinated, timed-based change that supports joint strategic responses. The article provides illustrations from MNC–NGO collaborations. Conclusions are that mutual adaptation and cooperative resolutions are more likely when organizations either share these capabilities or compensate for each other’s shortcomings, and make trade-offs that align with joint strategic objectives. This article contributes to complexity theory and the NGO–MNC literature by exploring how interorganizational cooperative behavior incorporates mutual adaptation so that more sustainable practices are implemented and continuously improved upon by MNCs.

Effective Use of Reflection and Research Activities in Teaching Business Ethics

Abstract This paper describes how Business and Society, a compulsory subject for all undergraduate students in an Australian business school, is used for a transformational approach. We explain how reflection is central in both the objectives and the pedagogy of the subject. Students conduct individual research projects and present that in a two-minute video presentation. The reflective activities are not only designed to develop a capability for reflection but also to show how reflection is an integral part of professional practice, grounded in the concept of reflection as “turning things over in the mind to a purpose,” after John Dewey. Developing these activities has required the teaching staff to reflect on the effectiveness and relevance of these aspects and to examine the various ways in which “reflection” is used in tertiary education. In the paper, we describe and explain some of the distinctive features of the course, and explain the practical, but conceptually sound, approach to ethics which underpins the design and teaching and show how it is possible to address the notions of the good life in a plural society. We also consider questions of assessment, including the assessment of reflective capacity and issues of moderation with large classes and multiple markers.

Environmental Responsiveness and Cost Savings: Effect or Driver?

This research alerts policy makers and managers to the assertion that portraying cost savings as a driver for environmental responsiveness may be misconstrued. If cost savings are a driver for environmental responsiveness, then organizations should exhibit a preference for projects that can lead to such promised cost savings, in preference to other environmental projects. The findings of this study do not support this. To the contrary, the findings suggest that, firstly, environmental responsiveness does not always result in cost savings. Secondly, in cases where cost savings occur, the resource dependence dynamics of powerful stakeholder groups explain environmental responsiveness, and any cost savings are incidental. Therefore, the contention that environmental responsiveness reduces costs is misleading; indeed rather than motivating business environmental responsiveness, cost reduction often limits the nature of environmentally responsive projects that organizations adopt.

Linking local and global sustainability

Introduction.- Section 1: Philosophy and Ethics of Sustainability.- Chapter 1. Sustainability, Integrity and Judgement.- Chapter 2. A MacIntyrean Analysis of Sustainability Narratives in Modern Businesses.- Chapter 3. Sustainability is a Work of Justice: Virtue not Distribution.- Section 2: Case Studies in Sustainable Decision-Making.- Chapter 4. Environmental Responsiveness and Cost Savings: Effect or Driver?.- Chapter 5. Extending Sustainable Practices Beyond Organizations to Supply Chains.- Chapter 6. Life Cycle Analysis and Sustained Organisation Change in Auto Repair Shops.- Section 3: Theoretical Investigations of Sustainability.- Chapter 7. Building the Future by Looking to the Past: Examining Research Published on Organizations and Environment.- Chapter 8. Making Sense of Local Sustainability.- Chapter 9. Greening Root and Branch: The Forms and Limits of Environmentalism.- Section 4: Local Development, Global Sustainability: Case Studies in Development Contexts.- Chapter 10. Sustainable Development Following Conflicts: The Critical Role of Security and Justice .- Chapter 11. Sustainable Tourism and the Culture Economy: Does Certification Matter?.- Chapter 12. Impact of Oyster Farming on Rural Community Sustainability in North Vietnam

Shaping and Being Shaped: How Organizational Structure and Managerial Discretion Co-evolve in New Managerial Roles

As new roles emerge in organizations, it becomes critical to understand how organizational structure can impede or enable the managerial discretion available to role incumbents. We leverage the rich context provided by the emergent role of sustainability managers to examine the interplay between the top-down forces of structure and the bottom-up influences of managerial discretion in shaping new organizational roles over time. We analyzed qualitative data collected from in-depth interviews with sustainability managers in 21 case study organizations in India and Australia, supplemented with archival and observational data. We identified three organizational configurations, with varying levels of top-down structural and bottom-up managerial discretion dynamics at play. Each configuration had different implications for the manager’s role. Our analysis suggests that the third configuration—with semi-structured formalization and a decentralized sustainability program—provided the most conducive conditions for managers to use their discretion to champion innovative sustainability initiatives. New managerial roles in the other configurations, however, do not have to be static. With the maturation of organizational programs and active championing by managers, the structuring of organizational functions and managerial roles can co-evolve. Our findings describe a process of “shaping and being shaped,” as structure and managerial discretion co-evolve over time.

Sustainable Ecosystems and the Role of Business

Natural resources based business organisations can both affect and be affected by the ecosystem services (ES) provided by nature. Therefore, these business organisations are looking for new tools and methods to improve their socio-economic and environmental sustainability. This chapter provides a holistic framework based on ES approach that enables natural resources based businesses to deal with ecosystems and their services for environmental and social sustainability. It also describes tools which can be used by these business organisations to identify and mitigate risks arising from ecosystems. It elaborates the role of business by presenting a case study of a diversified business organisation that integrates ecosystem approach for long term sustainability of its operations and ecosystems.

Age Diversity in the Workplace:Shedding Light on the Generation Construct

Organizational demography has undergone a major shift as increasing numbers of workers from multiple generations enter the workforce. Generation differences are viewed as useful in understanding th...