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Sustainability Footprints in SMEs: Strategy and Case Studies for Entrepreneurs and Small Business

ISBN: 978-1-118-77944-6
248 pages
October 2014
Sustainability Footprints in SMEs: Strategy and Case Studies for Entrepreneurs and Small Business (1118779444) cover image

Description

Reviews the evolution and theory of Sustainability Footprints e.g. carbon footprint and examines the critical success factors and contributions to small to medium sized enterprises (SME) growth

• Assist firms in achieving sustainable growth in four key areas Innovation Impact, Cost Impact, Environmental Impact, and Stakeholder Impact
• Identifies the challenges and Critical Success Factors (CSFs) in the use of sustainability footprint methodology within small businesses by the use of case studies
• Proposes a strategic model suitable for the deployment of sustainability strategy and initiatives within business

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Table of Contents

Foreword xi

Acknowledgments xiii

Glossary of Abbreviated Terms xvii

1 Introduction 1

1.1 The Concept of Customer Satisfaction, 4

1.2 The Decoupling of Quality from Sustainable Development, 5

1.3 The Inability to Respond to the Dilemma Inherent in the Principal–Agent Relationship, 5

References, 7

2 Sustainability and Corporate Social Responsibility—Context and Definition 9

2.1 Introduction, 9

2.2 Definitions and Historical Context, 10

2.3 Defining Sustainability…, 12

2.4 Embedding Sustainability…, 14

2.5 CSR Definitions…, 15

References, 18

3 The Dilemma of Sustainability and Corporate Social Responsibility 22

3.1 Introduction, 22

3.2 The Philosophical Challenge, 23

3.3 Corporate Citizen or Friedman Logic, 27

3.4 The Transition, 29

3.5 The Cultural Challenge, 29

3.6 The Strategic Challenge, 30

3.7 Strategic Frameworks, 32

3.7.1 Sustainability Partnerships, 34

3.7.2 Integrative Sustainability Triangle, 36

3.7.3 Model of Sustainable Organisation, 37

3.7.4 Sustainable Value Model, 38

3.7.5 Carbon-Informed Complexity Management Model, 40

3.7.6 Carbon Management Framework, 42

3.7.7 Ecoenterprise Strategy, 44

3.7.8 Sustainability Footprint Model, 45

3.7.9 Balanced Scorecard-Based Sustainability Frameworks, 46

3.7.10 The Natural Step Framework or Framework for Strategic Sustainable Development, 51

3.7.11 ISO 26000: An International Guide to Sustainability/CSR Strategy, 52

3.7.12 BS 8900 Standard: Guidance for Managing Sustainable Development, 55

References, 56

4 Sustainability Footprints: Tools for Growth 61

4.1 Introduction, 61

4.2 Conceptual Framework, 62

4.3 Kyoto Protocol and GHG, 63

4.4 Emission Trading, 64

4.5 CDM, 65

4.6 JI, 65

4.7 Carbon Footprint Reporting and GHG Accounting, 65

4.8 Types of Carbon Footprints, 66

4.9 Carbon Footprint Standards, 67

4.10 DEFRA Guidelines, 70

4.11 U.K. Policy Landscape, 71

4.12 Water Footprint and Water Accounting, 72

4.13 Social Footprint, 74

4.14 Social Standards, Social Accounting,

and the Social Fingerprint, 75

4.15 Ecological Footprint Analysis, 75

4.16 Criticisms of Footprint Methodologies, 76

References, 79

5 Sustainable Strategic Growth Model: A Solution to the Sustainability/CSR Dilemma 84

5.1 Introduction, 84

5.2 Sustainable Strategic Growth Model, 86

References, 90

6 The Politics of Sustainability 93

6.1 Introduction, 93

6.1.1 SEPA, 94

6.1.2 SBC, 94

6.2 Background, 95

6.3 Challenges: Transitioning to a Low-Carbon Economy, 100

6.4 Contributions to Growth, 103

6.5 Critical Success Factors, 108

6.6 Summary, 116

6.6.1 Cost Impact, 116

6.6.2 Innovation Impact, 116

6.6.3 Environmental Impact, 117

6.6.4 Stakeholder Impact, 118

References, 119

7 Capital Cooling: Sustainable Refrigeration and Air-Conditioning Engineering 121

7.1 Introduction, 121

7.2 Context, 124

7.3 Environmental and Legal Challenges, 126

7.4 Contributions to Growth, 128

7.5 Sustainable Performance, 145

7.6 Critical Success Factors, 150

7.7 Sustainability/CSR Charter: Setting the Course with Subcontractors and Suppliers, 152

7.8 Summary, 161

References, 163

8 The Log House People: Low-Carbon Construction 166

8.1 Introduction, 166

8.2 Context, 167

8.3 Contribution to Growth, 170

8.4 Critical Success Factors, 175

8.5 Summary, 178

References, 180

9 Moffat Golf Club: Greener Golf 182

9.1 Introduction, 182

9.2 Context, 183

9.2.1 Crichton Carbon Centre, 183

9.2.2 Moffat CAN, 184

9.2.3 Let’s Live Local, 184

9.3 Contributions to Growth, 187

9.4 Critical Success Factors, 198

9.5 Summary, 201

References, 203

10 Rabbie’s Trail Burners Carbon-Friendly Sightseeing and Tours 205

10.1 Introduction, 205

10.2 Context, 206

10.3 Contributions to Growth, 207

10.4 Critical Success Factors, 212

10.5 Summary, 213

References, 215

11 Conclusion 217

Index 222

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Author Information

Lowellyne James is the Course Leader for the MSc Quality Management program at the Aberdeen Business School, an Ambassador of the Chartered Management Institute, founding Member of the Institute of Chartered Accountants Scotland Advisory Panel on Sustainability Activities. He has 15 years work experience ranging from Quality and Safety Management in the Manufacturing Sector to Advertising Management. As part of his continuous professional development he reviews management and technical books on behalf of the Chartered Quality Institute, the Institute of Environmental Management and Assessment and the Chartered Management Institute.
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