Environmental Scanning and Sustainable Development

Cover\r......Page 1
Title Page......Page 5
Copyright Page\r......Page 6
Table of Contents\r......Page 7
Introduction\r......Page 13
1.1. Introduction......Page 19
1.1.1. The origins of the notion......Page 20
1.1.2. The extensiveness of the notion......Page 21
1.1.3. Milestones of the institutionalization of sustainable development......Page 22
1.2.1. Sustainable development and “principles”......Page 24
1.2.2. Conceptual dimensions and sustainable development......Page 25
1.2.4. The organizational dimension of sustainable development......Page 26
1.3. Company actions justified by reference to the notion of sustainable development: consequentialism tested by modern deontology......Page 27
1.3.1. The chronological stages of taking ecological stakes into account......Page 28
1.3.2. The management stakes of sustainable development......Page 29
1.4.1. The associated references......Page 32
1.4.2. The “tensions” associated with the notion......Page 34
1.4.3. Ambiguities of the meaning of sustainable development......Page 35
1.4.4. The ambiguity of company attitudes vis-à-vis sustainable development......Page 36
1.5. Conclusion: calling into question managerial references in relation to sustainable development\r......Page 37
1.5.1. Provisional detour via the markets: the “right to pollute”......Page 38
1.5.2. The return of politics and regulation......Page 39
1.6. Bibliography......Page 40
2.1. Introduction......Page 43
2.2.1. Strategic scanning activities......Page 44
2.2.2. Strategic scanning and its different facets......Page 45
2.2.3. Sustainable development-oriented scanning and its different facets \r......Page 50
2.3.1. Strategic scanning as a process of gathering information......Page 54
2.3.2. Strategic scanning as a cybernetic system......Page 58
2.3.3. Strategic scanning as a project......Page 59
2.4. Conclusion......Page 62
2.5. Bibliography......Page 63
3.1. Introduction......Page 65
3.2.1. The objective: a heuristic model......Page 66
3.2.2. Epistemology: the re-evaluation of practical reasoning and the science of design\r......Page 67
3.2.3. The method favors research-intervention and long-term immersion......Page 68
3.2.5. A paradoxical aim: the sustainable company in a liquefied world......Page 69
3.3. The architecture of the model......Page 70
3.3.1. Large service companies that are territorialized......Page 71
3.3.2. Technically disparate sector......Page 72
3.3.3. Relatively fragmented territory......Page 73
3.3.4. A production capacity strategic formula......Page 75
3.3.5. Company or group......Page 77
3.3.6. A management style inspired by investor and developer configurations......Page 78
3.4.1. Network, territory and middle managers......Page 80
3.4.2. Recognition of dispersal and features is via scanning-strategist middle managers\r......Page 81
3.4.3. The role of middle managers according to the strategic formula......Page 83
3.4.4. The binding of a group......Page 86
3.5. Conclusion......Page 89
3.6. Bibliography......Page 90
4.2. The favored SD fields......Page 95
4.2.2. Healthcare......Page 96
4.3.1. The ideal type of SB......Page 97
4.3.2. … responds to the diversity of SB types…......Page 98
4.3.3. … and the entrepreneurs’ reasons for action......Page 99
4.3.4. A typology of entrepreneurs/SD......Page 100
4.4.1. The foundations of the specificity......Page 102
4.4.2. An appropriate grid of analysis......Page 104
4.5.1. The militant......Page 105
4.5.2. The organizer......Page 107
4.5.3. The eco-enthusiast......Page 110
4.5.4. The opportunist......Page 114
4.6. Conclusion......Page 116
4.7. Bibliography......Page 117
5.1. Introduction......Page 119
5.2.1. The choice of human resources\r......Page 120
5.2.2. Characteristics of HRS\r......Page 121
5.2.3. HRS in terms of SD\r......Page 123
5.3.2. Presentation of information about the companies studied\r......Page 127
5.4. Results and discussion\r......Page 129
5.4.1. Which SD and which HRS practices were used?\r......Page 130
5.4.2. Links between HRS and SD\r......Page 132
5.5. Conclusion\r......Page 142
5.6. Bibliography\r......Page 143
6.1. Introduction\r......Page 147
6.2.1. Sustainable scanning: a tool at the heart of tensions and\ropportunities in the organizational project of sustainable\rdevelopment\r......Page 149
6.2.2. RPISED: a relay structure or leverage for efficient\rimplementation of sustainable scanning?\r......Page 155
6.3.1. Three case studies in the PACA region\r......Page 158
6.3.2. The methodology of gathering and processing data \r......Page 160
6.4.1. Scanning in terms of sustainable development: companies’\rpoint of view\r......Page 161
6.4.2. The role of RPISED in the improvement of sustainable development-oriented scanning \r......Page 166
6.5. Conclusion\r......Page 174
6.6. Bibliography\r......Page 175
7.1. Introduction\r......Page 179
7.2. Methodology for constructing a GHG inventory\r......Page 181
7.2.1. Scope of the inventory\r......Page 182
7.2.2. Collection of data\r......Page 185
7.2.3. Collection or estimation of emission factors\r......Page 186
7.2.4. Calculation of emissions\r......Page 187
7.2.5. Specificity of the carbon footprint of a product \r......Page 189
7.2.6. Guidelines for the construction of a GHG inventory\r......Page 190
7.3.1. The emissions inventory as an internal strategic scanning tool\r......Page 191
7.3.2. The emissions inventory as an external strategic scanning tool\r......Page 195
7.3.3. Summary\r......Page 197
7.4. Conclusion\r......Page 198
7.5. Bibliography\r......Page 200
8.1. Introduction\r......Page 203
8.2. Sustainable development: multiple logistical stakes\r......Page 204
8.3. Relevance of logistics and SCM to anticipate evolutions linked to\rsustainable development and imagine strategic directions: examples\r......Page 209
8.4. The logistics intelligence process to target sustainable scanning\r......Page 214
8.5. Confronting LIP and sustainable development: a first test based on secondary data \r......Page 221
8.6. Conclusion\r......Page 225
8.7. Bibliography\r......Page 226
9.1. Introduction\r......Page 231
9.2.1. People, their actions and their responsibilities\r......Page 233
9.2.2. Limitations of “forecast” methods to anticipate \r......Page 237
9.2.3. The future: a field of possibilities\r......Page 242
9.3.1. Signals\r......Page 247
9.3.2. Signs\r......Page 251
9.3.3. Weak signals and early (warning) signs\r......Page 254
9.3.4. Strength of signals and signs and trajectory of a possibility\r......Page 257
9.5. Bibliography\r......Page 262
10.1. Introduction\r......Page 267
10.1.1. Context of the intervention and hypothesis of the approach\r......Page 268
10.1.2. The challenges of the intervention\r......Page 269
10.2.1. Phase 1: choice of a field in which to carry out the\rexperiment\r......Page 271
10.2.2. Preparation of information to be used during the collective session \r......Page 272
10.2.3. Session of collective creation of meaning within the committee \r......Page 277
10.3. Collective construction of puzzles during the session concluding\rthe four-month delay\r......Page 280
10.3.1. Characteristics of the experimental anticipative strategic\rscanning device\r......Page 281
10.3.2. Learning to detect potential weak signals\r......Page 282
10.3.4. Preparation of information in order to construct the puzzle\r......Page 284
10.4. Example of a puzzle constructed towards the end of the final\rcollective creation of meaning\r......Page 285
10.6. Bibliography\r......Page 287
Glossary\r......Page 289
List of Authors\r......Page 303
Index\r......Page 305