PREFACE AND ACKNOWLEDGEMENTS 3
CONTENTS 5
INTRODUCTION 8
GOALS, AND QUESTIONS THAT WILL BE ANSWERED IN THIS BOOK 8
THE TITLE OF THIS BOOK 10
UNDERLYING THOUGHT 10
HOW TO USE THE BOOK? 12
ORGANIZATION OF THIS BOOK 12
BIBLIOGRAPHY 13
CHAPTER 1: SUSTAINABLE DEVELOPMENT, WHAT ARE WE TALKING ABOUT? 15
1.1 DELIMITATION 15
1.2 PRINCIPLES 18
1.3 CLUB OF ROME 20
1.4 SMALL IS BEAUTIFUL 21
1.5 UNITED NATIONS EARTH SUMMITS 21
1.6 SUSTAINABLE DEVELOPMENT GOALS (SDGS) 22
1.7 CONCLUSIONS 28
BIBLIOGRAPHY 29
CHAPTER 2: CORPORATE SUSTAINABILITY AND THE LIKE 31
2.1 CORPORATE SUSTAINABILITY (CS) 31
2.2 BOTTOM‐OF‐THE‐PYRAMID (BOP) 34
2.3 CORPORATE SOCIAL RESPONSIBILITY (CSR) 36
2.4 CORPORATE CITIZENSHIP (CC) 40
2.5 STAKEHOLDER THEORY 42
2.6 CREATING SHARED VALUE 44
2.7 SUSTAINABILITY GUIDELINES 46
2.8 GLOBAL COMPACT 47
2.9 THE ISO 26000 GUIDELINE 48
2.10 CONCLUSIONS 50
BIBLIOGRAPHY 51
CHAPTER 3: THE CIRCULAR ECONOMY 55
3.1 CYCLES 55
3.2 THE LEFT WING 57
3.3 THE RIGHT WING 60
3.4 THEORETICAL SUBSTANTIATION OF THE CIRCULAR‐ECONOMY CONCEPT 63
3.5 SIMILARITIES AND DIFFERENCES BETWEEN SUSTAINABLE DEVELOPMENT AND THE CIRCULAR ECONOMY 65
3.6 CONCLUSIONS 67
BIBLIOGRAPHY 68
CHAPTER 4: THE NEED FOR SUSTAINABLE DEVELOPMENT AND THE CIRCULAR ECONOMY 71
4.1 THE PERSPECTIVES OF SUSTAINABLE DEVELOPMENT AND THEIR MUTUAL COHESION 71
4.2 SOME TRENDS AND DEVELOPMENTS IN THE SOCIAL DOMAIN 73
4.3 SOME TRENDS AND DEVELOPMENTS IN THE ECONOMIC DOMAIN 78
4.4 SOME TRENDS AND DEVELOPMENTS IN THE ECOLOGICAL DOMAIN 83
4.5 OVERVIEW OF SUSTAINABLE DEVELOPMENT 2000‐2030 93
4.6 TRANSITIONS 98
4.7 CONCLUSIONS 102
BIBLIOGRAPHY 104
CHAPTER 5: WHY ORGANIZATIONS CONTRIBUTE TO SUSTAINABLE DEVELOPMENT: LEGITIMACY AND INTRINSIC MOTIVATION 107
5.1 LEGITIMACY 108
5.2 STRATEGIC RESPONSES TO INSTITUTIONAL PRESSURES 113
5.3 LEGITIMACY AND REPUTATION 116
5.4 ALL STAKEHOLDERS OR SOME? 117
5.5 INTRINSIC VS. EXTRINSIC MOTIVATION 119
5.6 CONCLUSIONS 119
BIBLIOGRAPHY 121
CHAPTER 6: WHY ORGANIZATIONS BEHAVE IN A SUSTAINABLE WAY: FINANCIAL MOTIVES AND THE ROLE OF VALUES 124
6.1 THE SUSTAINABLE PERFORMANCE ‐ FINANCIAL PERFORMANCE RELATIONSHIP 124
6.2 ORGANIZATIONAL CULTURE 127
6.3 VALUES 128
6.4 LEADERSHIP 133
6.5 CONCLUSIONS 135
BIBLIOGRAPHY 136
CHAPTER 7: HOW ORGANIZATIONS CAN CONTRIBUTE TO SUSTAINABLE DEVELOPMENT AND THE CIRCULAR ECONOMY: SUSTAINABILITY PERFORMANCE 140
7.1 SUSTAINABILITY PERFORMANCE 140
7.1.1 Context 141
7.1.2 Values 142
7.1.3 Strategies 143
7.2 TOWARDS AN ACTION AND REFLECTION‐ORIENTED MODEL OF SUSTAINABLE PERFORMANCE. 148
7.2.1 Regime‐oriented ‐ Single value creation (1st quadrant) 150
7.2.2 Regime‐oriented ‐ Multiple value creation (4th quadrant) 153
7.2.3 Transition‐oriented ‐ Single value creation (2nd quadrant) 154
7.2.4 Transition‐oriented ‐ Multiple value creation (3rd quadrant) 157
7.3 CONCLUSIONS 160
BIBLIOGRAPHY 161
CHAPTER 8: HOW ORGANIZATIONS CAN CONTRIBUTE TO SUSTAINABLE DEVELOPMENT AND THE CIRCULAR ECONOMY: BUSINESS MODELS 164
8.1 WHAT IS A BUSINESS MODEL? 164
8.2 SUSTAINABLE BUSINESS MODELS 166
8.3 SUSTAINABILITY PERFORMANCE RELATED BUSINESS MODELS 169
8.3.1 Single value creation ‐ Regime‐oriented (1st quadrant) 171
8.3.2 Multiple value creation ‐ Regime‐oriented (4th quadrant) 175
8.3.3 Transition‐oriented ‐ Single value creation (2nd quadrant) 179
8.3.4 Transition‐oriented ‐ Multiple value creation (3rd quadrant) 183
8.4 DESIGN THINKING AND VALUE MAPPING: THE VALUE IDEATION METHOD 189
8.5 CONCLUSIONS 192
BIBLIOGRAPHY 194
APPENDIX 1: SUSTAINABILITY ITEMS, SUSTAINABILITY ISSUES, ASPECTS AND DIMENSIONS 197
