第1章 从义务到机遇(13)
企业可持续发展的战略抉择 作者：图尔特·L·哈特（Stuart L.Hart） 2008-04-08 10:42
第9章指出恐怖主义问题的根本原因是非可持续性发展。我们只有消除导致极端主义的根本条件，才能走向全球可持续发展。中东地区代表着在通往可持续性发展全球化企业的道路上最直接的挑战——同时也是商机。本书的大多数篇幅集中在公司寻找一条怎样的可持续发展之路——战略、实践和所需要的各种能力方面。不太明确的是如何寻找这样的道路，尤其是对一个关系庞杂、负有很大义务的跨国公司而言。本章以这样的一些思考结尾，即怎样才能在这个充满各种预算、季度收益报告、按现值计算的现金流量分析，以及各种投资者规则的现实世界实现这些想法。
注释
［1］例如, Allen Kneese and Charles Schultze, Pollution, Prices, and Public Policy (Washington, D.C.： Brookings, 1975); and Robert Dorfman and Nancy Dorfman, Economics of the Environment (New York： W.W.Norton, 1972)。
［2］Ray Anderson, Mid-Course Correction (White River Junction, VT： Chelsea Green, 1998).
［3］我并不是说在公司效益和社会绩效方面不存在取舍。显然，在某种情况下，“命令与控制”规章是唯一可行的解决之道。此外，有可能将外部性内部化，甚至以推动经济增长的方式提供公共产品。问题是过去人们盲目坚持基本上就不可能的“双赢”信条。
［4］此处，我并不是想说“命令与控制”规章不是为重要目标服务的。对落后者和犯罪者而言，没有选择。然而，对于那些试图跳出这些规章束缚的公司而言，这些规章有时候捆住了它们的手脚并放慢了创新的速度。
［5］Milton Friedman, “The Social Responsibility of Business Is to Increase Its Profits,” The New York Times Magazine 13 September (1970)： 32-33, 122-126.
［6］谢谢杜邦公司保罗·特伯的精彩描述。
［7］的确，里根政府倾向于改革——或者最好将这些规则统统废除。
［8］Clyde Prestowitz, Trading Places (New York： Basic Books, 1988); Barry Bluestone and Bennett Harrison, The Deindustrialization of America (New York： Basic Books, 1982); and Ira Magaziner and Robert Reich, Minding America’s Business (New York： Vintage Books, 1982).
［9］具有讽刺意味的是，质量管理诞生于美国，但其在20世纪50年代被一些美国的公司所拒绝，这些公司通过高产量和标准化大生产获取了巨额利润。然而，质量管理的支持者戴明和克罗斯比却在战后日本公司的激烈竞争中创立了“自愿采用制度”。
［10］参见，例如，Masaki Imai, Kaizen： The Key to Japans Competitive Success (New York： Random House, 1986)。
［11］突出的例子有Bill Shore, The Cathedral Within (New York： Random House, 1999); and Mark Albion, Making a Life, Making a Living (New York： Warner Books, 2000)。
［12］Michael Porter and Claas van der Linde, “Green and Competitive： Ending the Stalemate.” Harvard Business Review (September/October 1995)： 120134; Stuart Hart and Gautam Ahuja, “Does It Pay to Be Green? An Empirical Examination of the Relationship Between Emission Reduction and Firm Performance,” Business Strategy and the Environment 5 (1996)： 30-37; Michael Russo and Peter Fouts, “A Resourcebased Perspective on Corporate Environmental Performance and Profitability,” Academy of Management Journal 40(3) (1997)： 534-559; Petra Christmann, “Effects of Best Practices of Environmental Management on Cost Advantage： The Role of Complementary Assets,” Academy of Management Journal 43(4) (1998)： 663-680; and Sanjay Sharma and Harrie Vredenburg, “Proactive Corporate Environmental Strategy and the Development of Competitively Valuable Organizational Capabilities.” Strategic Management Journal 19 (1998)： 729-753.
［13］有关“绿色”对商机与战略的作用和更深层的论述的内容请详见Forest Reinhardt, Down to Earth (Cambridge, MA： Harvard Business School Press, 2000)。
［14］AMarcus, D.Geffen, and K.Sexton, Reinventing Environmental Regulation： Lessons from Project XL (Washington, D.C.： Resources for the Future/Johns Hopkins University Press, 2002).
［15］Andy King and Michael Lenox, “Exploring the Locus of Profitable Pollution Reduction” Management Science 47(2) (2002)： 289-299.
［16］Nigel Roome and Michael Hinnells, “Environmental Factors in the Management of New Product Development,” Business Strategy and the Environment 2(1) (1993)： 12-27;Ulrich Steger, “Managerial Issues in Closing the Loop,” Business Strategy and the Environment 5(4) (1996)： 252-268.
［17］William McDonough and Michael Braungart, Cradle to Cradle (New York： North Point Press, 20-02).
［18］Fiona Murray and Richard Vietor, Xerox： Design for Environment (Boston： Harvard Business School Publishing, 1993).
［19］Personal communication with Dave Buzzelli, Dow Chemical Company, 1996.
［20］Paul Hawken, Amory Lovins, and Hunter Lovins, Natural Capitalism (New York： Little, Brown and Company, 1999).
［21］William McDonough and Michael Braungart, Cradle to Cradle
［22］此处参考了“三重底线”的相关论述，请见John Elkington, Cannibals with Forks (Gabriola Island, B.C.： New Society Publishing, 1998)。
［23］Erik Simanis and Stuart Hart, Monsanto Company (A) and (B)： Quest for Sustainability (Washington, D.C.： World Resources Institute, 2000).
［24］Robert Shapiro, Address to Greenpeace’s Annual Conference, 1999.
［25］此部分摘自Stuart Hart and Sanjay Sharma, “Engaging Fringe Stakeholders for Competitive Imagination,” Academy of Management Executive 18(1) (2004)： 718。
［26］Robert Foster and Sarah Kaplan, Creative Destruction (New York： Currency Books, 2001).
［27］David Korten, When Corporations Rule the World (West Hartford, CT： Kumarian Press, 1995).
［28］Christopher Gunn, ThirdSector Development (Ithaca, NY： Cornell University Press, 2004).
［29］Ann Florini, ed.,The Third Force： The Rise of Transnational Civil Society (Washington, .DC.： Carnegie Endowment for International Peace, 2000).
［30］Howard Reingold, Smart Mobs： The Next Social Revolution (Cambridge, MA： Perseus Publishing, 2002).
［31］R.K.Mitchell, B.R.Agle, and D.Ｊ.Wood, “Toward a Theory of Stakeholder Identification and Salience： Defining the Principle of Who and What Really Counts,” Academy of Management Review 22 (1997)： 853886.
［32］参见，例如，Anil Gupta and Eleanor Westney, eds.,Smart Globalization (San Francisco： JosseyBass, 20-03)。
［33］Brian Ellison, Dasha Moller, and Miguel Angel Rodriguez, Hindustan Lever： Reinventing the Wheel (Barcelona, Spain： IESE Business School, 20-03).
注释
［1］例如, Allen Kneese and Charles Schultze, Pollution, Prices, and Public Policy (Washington, D.C.： Brookings, 1975); and Robert Dorfman and Nancy Dorfman, Economics of the Environment (New York： W.W.Norton, 1972)。
［2］Ray Anderson, Mid-Course Correction (White River Junction, VT： Chelsea Green, 1998).
［3］我并不是说在公司效益和社会绩效方面不存在取舍。显然，在某种情况下，“命令与控制”规章是唯一可行的解决之道。此外，有可能将外部性内部化，甚至以推动经济增长的方式提供公共产品。问题是过去人们盲目坚持基本上就不可能的“双赢”信条。
［4］此处，我并不是想说“命令与控制”规章不是为重要目标服务的。对落后者和犯罪者而言，没有选择。然而，对于那些试图跳出这些规章束缚的公司而言，这些规章有时候捆住了它们的手脚并放慢了创新的速度。
［5］Milton Friedman, “The Social Responsibility of Business Is to Increase Its Profits,” The New York Times Magazine 13 September (1970)： 32-33, 122-126.
［6］谢谢杜邦公司保罗·特伯的精彩描述。
［7］的确，里根政府倾向于改革——或者最好将这些规则统统废除。
［8］Clyde Prestowitz, Trading Places (New York： Basic Books, 1988); Barry Bluestone and Bennett Harrison, The Deindustrialization of America (New York： Basic Books, 1982); and Ira Magaziner and Robert Reich, Minding America’s Business (New York： Vintage Books, 1982).
［9］具有讽刺意味的是，质量管理诞生于美国，但其在20世纪50年代被一些美国的公司所拒绝，这些公司通过高产量和标准化大生产获取了巨额利润。然而，质量管理的支持者戴明和克罗斯比却在战后日本公司的激烈竞争中创立了“自愿采用制度”。
［10］参见，例如，Masaki Imai, Kaizen： The Key to Japans Competitive Success (New York： Random House, 1986)。
［11］突出的例子有Bill Shore, The Cathedral Within (New York： Random House, 1999); and Mark Albion, Making a Life, Making a Living (New York： Warner Books, 2000)。
［12］Michael Porter and Claas van der Linde, “Green and Competitive： Ending the Stalemate.” Harvard Business Review (September/October 1995)： 120134; Stuart Hart and Gautam Ahuja, “Does It Pay to Be Green? An Empirical Examination of the Relationship Between Emission Reduction and Firm Performance,” Business Strategy and the Environment 5 (1996)： 30-37; Michael Russo and Peter Fouts, “A Resourceba
［13］有关“绿色”对商机与战略的作用和更深层的论述的内容请详见Forest Reinhardt, Down to Earth (Cambridge, MA： Harvard Business School Press, 2000)。
［14］AMarcus, D.Geffen, and K.Sexton, Reinventing Environmental Regulation： Lessons from Project XL (Washington, D.C.： Resources for the Future/Johns Hopkins University Press, 2002).
［15］Andy King and Michael Lenox, “Exploring the Locus of Profitable Pollution Reduction” Management Science 47(2) (2002)： 289-299.
［16］Nigel Roome and Michael Hinnells, “Environmental Factors in the Management of New Product Development,” Business Strategy and the Environment 2(1) (1993)： 12-27;Ulrich Steger, “Managerial Issues in Closing the Loop,” Business Strategy and the Environment 5(4) (1996)： 252-268.
［17］William McDonough and Michael Braungart, Cradle to Cradle (New York： North Point Press, 20-02).
［18］Fiona Murray and Richard Vietor, Xerox： Design for Environment (Boston： Harvard Business School Publishing, 1993).
［19］Personal communication with Dave Buzzelli, Dow Chemical Company, 1996.
［20］Paul Hawken, Amory Lovins, and Hunter Lovins, Natural Capitalism (New York： Little, Brown and Company, 1999).
［21］William McDonough and Michael Braungart, Cradle to Cradle
［22］此处参考了“三重底线”的相关论述，请见John Elkington, Cannibals with Forks (Gabriola Island, B.C.： New Society Publishing, 1998)。
［23］Erik Simanis and Stuart Hart, Monsanto Company (A) and (B)： Quest for Sustainability (Washington, D.C.： World Resources Institute, 2000).
［24］Robert Shapiro, Address to Greenpeace’s Annual Conference, 1999.
［25］此部分摘自Stuart Hart and Sanjay Sharma, “Engaging Fringe Stakeholders for Competitive Imagination,” Academy of Management Executive 18(1) (2004)： 718。
［26］Robert Foster and Sarah Kaplan, Creative Destruction (New York： Currency Books, 2001).
［27］David Korten, When Corporations Rule the World (West Hartford, CT： Kumarian Press, 1995).
［28］Christopher Gunn, ThirdSector Development (Ithaca, NY： Cornell University Press, 2004).
［29］Ann Florini, ed.,The Third Force： The Rise of Transnational Civil Society (Washington, .DC.： Carnegie Endowment for International Peace, 2000).
［30］Howard Reingold, Smart Mobs： The Next Social Revolution (Cambridge, MA： Perseus Publishing, 2002).
［31］R.K.Mitchell, B.R.Agle, and D.Ｊ.Wood, “Toward a Theory of Stakeholder Identification and Salience： Defining the Principle of Who and What Really Counts,” Academy of Management Review 22 (1997)： 853886.
［32］参见，例如，Anil Gupta and Eleanor Westney, eds.,Smart Globalization (San Francisco： JosseyBass, 20-03)。
［33］Brian Ellison, Dasha Moller, and Miguel Angel Rodriguez, Hindustan Lever： Reinventing the Wheel (Barcelona, Spain： IESE Business School, 20-03).
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