Making Sustainability Work: Best Practices in Managing and Measuring Corporate Social, Environmental, and Economic Impacts by Marc J Epstein, John Elkington (Foreword by), Herman B Leonard (Foreword by)

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Synopsis

Epstein outlines the ethical arguments for sustainable business practices and lays out large-scale strategies on how to implement and measure the actual social and financial impacts of these initiatives.

Biography

MARC J. EPSTEIN is Distinguished Research Professor of Management, Jones Graduate School of Management, Rice University and was recently Visiting Professor and Hansjoerg Wyss Visiting Scholar in Social Enterprise at the Harvard Business School. A specialist in corporate strategy, governance, performance management, and corporate social responsibility, he is the author or co-author of over 100 academic and professional papers and more than a dozen books, including Counting What Counts, Measuring Corporate Environmental Performance, Making Innovation Work (with Tony Davila and Robert Shelton), and Implementing E-Commerce Strategies (Praeger, 2004), and co-editor and contributor to the multi-volume set, The Accountable Corporation (Praeger, 2005). A senior consultant to leading organizations and governments for over 25 years, he currently serves as Editor-in-Chief of the journal Advances in Management Accounting.

John Elkington is Chairman of SustainAbility, based in London and New York, and of The Environment Foundation. This is his sixteenth book - and follows on directly from Cannibals With Forks, also published by Capstone.

Herman B. ("Dutch") Leonard is Professor of Business Administration at the Harvard Business School and the George F. Baker, Jr. Professor of Public Sector Management at Harvard University's John F. Kennedy School of Government. In addition, he serves as faculty co-chair of the HBS Social Enterprise Initiative. He teaches extensively in executive programs at the Business School and the Kennedy School and around the world in the areas of general organizational strategy, governance, performance management, crisis management and leadership, and corporate socialresponsibility. His work on leadership focuses on innovation, creativity, effective decision-making, and advocacy and persuasion. His current work in leadership and management is focused on the relationships among governance, accountability, and performance, and emphasizes the use of performance management as a tool for enhancing accountability. He has also worked and taught extensively in the area of crisis management and on issues related to corporate social responsibility. Professor Leonard is a member of the Board of Directors of Harvard Pilgrim Health Care, a 900,000-member Massachusetts HMO, of the Hitachi Foundation, and of the ACLU of Massachusetts. He was for a decade a member of the board of directors of the Massachusetts Health and Educational Facilities Authority and of Civic Investments, and was a member of the Massachusetts Commission on Performance Enhancement.