Using the example of 3M and its implementation of Sigma Six policies, researchers investigate how corporate culture can ultimately be reshaped.
This report is designed to help business leaders, managers, and policy-makers improve their decision-making process to reach more sustainable outcomes.
This report covers over 60 years and 207 studies on decision-making for sustainability.
Successful social entrepreneurs know it's not an "either/or" question – it's "both/and" leadership.
Research shows that it may help to enlist well-connected change agents – and, different types of agents.
The B Lab is more than a certifying body. It is a platform for companies (B Corps) to contribute to – not just profit from – community and environment.
New research places business leaders at the centre of management innovation, providing inspiration for researchers and leadership for fellow practitioners.
This report identifies eight key challenges facing South African managers and opportunities for researchers to contribute implementable guidance.
Sustainable innovation is a process. And sometimes, this involves collecting – and implementing – feedback from thousands of stakeholders.
Poverty alleviation is increasingly about investing “patient” capital in promising individuals with powerful ideas. And, it's tied to economic growth.
Business leaders in South Africa identify a need for research on creating a shared vision for a sustainable future and social capital.
Social media has a different role with sustainability than within sales and marketing. Research identifies its value in augmenting sustainability dialogue.
As an engineer, Tom Webler knew how materials would respond to certain conditions. As a sociologist, he is dedicated to involving citizens in public policy.
High performance teams often face opposing management strategies. Rodrigo Canales explores pros and cons of management strategies in microfinance.
Joe Arvai is invited by the Guardian Sustainable Business blog to contribute a series on thinking fast and slow: how our minds make us behave sustainably.
A recent analysis of 51 companies in the UK shed light on the growth and effectiveness of joint management-stakeholder committees.
Joe Arvai outlines decision-making models and explains how people actually make their choices – including the short cuts people make.
We’re pleased Joe Arvai's second blog in his three-part series has been posted on the Guardian Sustainable Business Blog. Joe is the co-author of NBS’s...