Edited by Dr Hugues Séraphin and Emma Nolan
Call for Chapters
Definitions and scope
Green Events and Green Tourism: an international guide to good practice will comprise case studies that demonstrate best practice in a range of small to mega events, including sports events, festivals and cultural events, conferences and exhibitions. Case studies may also illustrate best practice in event spaces and venues. In terms of best practice in tourism management, case studies are encouraged that highlight the work done by leading organisations in post-conflict, post-disaster or post-colonial destinations as well as within established or emerging destinations.
Case studies should demonstrate the integration of sustainability and responsibility into strategy, operations and products in order to have a positive transformational impact on the social and environmental challenges we face. Case studies which highlight innovation are particularly welcome.
Eco-Friendly and Fair: Fast fashion and consumer behavior
Carolin Becker-Leifhold, University Ulm (email@example.com)
Mark Heuer, Susquehanna University (firstname.lastname@example.org)
Greenleaf Publishing and The Textile Institute invite contributions to a forthcoming title, which will address the economic, social, and environmental unsustainability of the fast fashion industry, as well as potential consumer behavior patterns supportive of the emerging eco-fashion industry. The Textile Institute identifies textiles as the second largest industry in the world. The fast fashion segment is notorious for a supply chain that links low wage, often unsafe and environmentally degraded working conditions with cheap chic, fast fashion Western retailers.
In response to the 2013 Rana Plaza tragedy that resulted in the deaths of over 1,100 garment workers, this collection will identify how consumer behavior approaches could shift garment demand toward more sustainable, responsible consumption patterns in the future. To this end, we seek contributions from academics, practitioners, policymakers, business leaders, journalists and entrepreneurs.
The launch of Business as an Instrument for Societal Change: In Conversation with the Dalai Lama took place on the 10th September at the Power & Care (A Mind & Life Dialogue with His Holiness the Dalai Lama) in Brussels. The author of the book, Sander Tideman, presented a copy to HH the Dalai Lama, who commented:
“Of course, this is very good. We need to bring compassion into business; compassion is the best motivation for any activity in the world. It benefits others as well as yourself, including your business”.
While forthcoming on other humanitarian and environmental issues, the Dalai Lama rarely speaks directly on the topics of business, leadership and economics.
Thomas Croft, Executive Director of the Steel Valley Authority and co-founder of Heartland Capital Strategies, shares his thoughts on the seven drivers of responsible investment.
A new wave of responsible investors is mobilising capital for smart buildings and affordable housing, civic infrastructure projects, wind and solar energy, and high-speed rail, hybrid buses and electric cars. They are sustainably rebuilding cities, renewing the industrial commons, growing the clean economy and fighting to make the ‘boss’ more accountable. Continue reading
We are delighted to announce that the journal Business, Peace and Sustainable Development has been ranked by the Australian Business Deans Council in its Journal Quality list as a category C journal. The ABDC seeks to promote value and excellence in business research across universities, governments and industry throughout Australia and New Zealand. Continue reading
Note: this article is part of The Transatlantic Debate Blog series, which forms a conversation between Dr. Katrin Muff and Dr. Kathy Miller Perkins on business sustainability. Read the previous post here.
In this blog, I will highlight three different levels of change: 1) at the personal level where change is about changing oneself, 2) at the organizational level where we have a variety of tools to accomplish change as a group, and 3) at the societal level, where we urgently need to understand how to bring awareness to those occupying positions that we consider dangerous (illustrative events being the U.S. elections and the “Brexit” referendum) so that “they change”. More specifically, I will investigate behavioral change. Behavioral broadly relates to anything people do, or as Odgen Lindsley defined it so nicely with his “dead man test”: if a dead man can do it, it is not behavior. Continue reading
The future of sustainability is focused around the new global Sustainable Development Goals launched in September 2015. Momentously, Goal 16 calls governments, business and civil society to:
“Promote peaceful and inclusive societies for sustainable development, provide access to justice for all and build effective, accountable and inclusive institutions at all levels.”
Without peaceful, inclusive societies, sustainable development has no ‘enabling environment’. Yet, discussion of ‘peace and stability’ with many corporate representatives is often received with a quiet, “not really our responsibility” or “we don’t operate in conflict zones”. But as part of a community, or part of a social ‘system’, business can work with other actors to support their peace efforts. Business contributions to peace are crucial for conflict-affected countries, as well as countries not seen as
‘conflict zones’ but which experience instability and low-level violence. Indeed business support for peace is important in all countries, and can include for example, supporting measures aimed at inter-cultural/faith/sect understanding and countering terrorism. If companies ignore how they impact (both positively and negatively) on a country’s conflict(s), and how they can proactively help prevent or mitigate violent conflict, what is the point of sustainable development when big business is such a key global player? And ultimately, peace means prosperity for both communities and business. Continue reading