Yale School of Forestry and Environmental Studies Yale ...
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September 16, 2016 1
Yale School of Forestry and Environmental Studies
Yale School of Management
Fall 2016 – v. 9-16-2016
CORPORATE ENVIRONMENTAL MANAGEMENT AND STRATEGY
FES 807a/MGT 688
Location and Time: Sage Hall 205 Prospect Street Room 24 Tue-Thur: 10 - 11:20am
Instructors: Marian Chertow (2-6197) [email protected]
Office hours – Tuesday 2-3pm and by appointment
Ben Cashore 525 Kroon (2-3009) [email protected]
Office hours: 2-3:30 pm on Wednesday or by appointment
Teaching Assistants: Ariel Russ (FES 2nd year) & Oscar Benjamin (FES/SOM 3rd year)
OVERVIEW
This survey course focuses on understanding the business and policy logic for making
environment and sustainability core elements of corporate management and strategy. Students
will be asked: 1) to analyze how and when environmental, energy, and other sustainability issues
can be translated into competitive advantage; and 2) to explore the extent to which corporate and
environmental performance can be achieved simultaneously. Strategic insights will draw both
from internal firm operational considerations, as well as from external choices concerning
stakeholder engagement, private governance, and public policy development. The course
combines lectures, discussions, case studies, and team projects to examine evolving requirements
for business success. It is limited to 40 students with preference given to graduate students and
the goal of having a class with diverse experiences, perspectives, and disciplinary backgrounds.
Building on cutting-edge thinking from management, political science, and organizational
studies, as well as corporate practice, the course explores a range of issues at different levels.
First, the course covers environmental management tools such as materiality assessment and Six
Sigma. Second, within the strategy realm, the course focuses on a variety of approaches to fold
sustainability thinking into current and future business planning and outcomes. Third, at the
inter-firm level, the course examines present and emerging policy issues, business model
innovations (such as the concept of “shared value”), and regulatory strategies of cross-firm
cooperation and competition. Finally, at the institutional level, the course asks how corporate
strategy might focus on building private governance institutions, and how to identify distinct
pathways through which private governance could have direct, and indirect, effects on achieving
sustainability outcomes. We encourage honest deliberations among students and faculty
concerning the extent to which corporate strategies can be unleashed to address enduring
problems, from those that are unlikely to have enduring impacts.
September 16, 2016 2
ASSIGNMENTS
1. READINGS:
Most of the readings are available on Yale’s Canvas site http://canvas.yale.edu/ including articles
and book chapters. A few cases and articles may require payment not to exceed $25 in total.
Students are always expected to do the readings and come to class prepared to discuss them.
One book is required for the class:
Jeremy Moon, Corporate Social Responsibility: A Very Short Introduction, Oxford University
Press, 2015.
Books you may wish to purchase:
Daniel C. Esty and P.J. Simmons, The Green to Gold Business Playbook, Wiley Publishing,
2009.
Forest Reinhardt, Down to Earth, Applying Business Principles to Environmental Management,
Harvard University Press, 2000.
Tim Bartley, Sebastian Koos, Hiram Samel, Gustavo Setrini, and Nik Summers. Looking behind
the Label: Global Industries and the Conscientious Consumer, Indiana University Press, 2015.
2. EXERCISES AND CASES You are responsible for submitting a write-up of Exercise 1, which is based on the discussion
and reading related to Porter’s Five Forces on September 6. In addition, you will choose two
other write-ups selected from the three remaining exercise/case preparations. These are to be
submitted individually. Assignments are listed on P5 of this syllabus. For those weeks in which
you do not submit an exercise assignment, you are still expected to have read the material. All
assignments are to be submitted in the dropbox on Canvas by 11:59pm prior to the class in which
it is due. Additional cases and exercises are discussed and analyzed in class and do not require
advance preparation other than reading related materials.
3. STUDENT-DIRECTED DEBATES AND CASE DISCUSSIONS Each student will participate in one debate or case preparation team. Debate topics have been
chosen to raise difficult questions related to business and environment with no clear answer one
way or another. Debaters will be given a statement for which one team of 2 students will be
assigned the affirmative position, and the other team of 2 will be assigned the negative position.
Each team will research the topic and will be given five minutes in class to present its side,
followed by a two-minute rebuttal period, followed by six minutes for class comments. Case
leading teams of 4 people will choose 2-3 areas of focus, present these in six minutes, and spend
the remaining 14 minutes leading class discussion on these issues. (Teams may use up to five
slides, but are not required to do so. Reading directly from scripts is greatly discouraged.)
4. MIDTERM EXAM
The midterm exam will be in class. It will be used to allow you to synthesize concepts presented
in the first half of the semester.
5. TERM PROJECT
The term project requires that students work together in teams of four. Collectively, the projects
examine strategic dilemmas and opportunities that influence firms and industries. Teams will
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describe and assess the potential for a particular strategic consideration to affect both
competitive advantage and environmental sustainability challenges. The projects can be selected
along any one or more of the themes below:
1. Creating “shared value” between a company and its stakeholders
2. Sustainable business models at the base of the pyramid
3. Regulation driving competitive advantage
4. The “Sharing Economy”
5. The Circular Economy
6. Building CSR Institutions including:
i. Eco-labeling/private governance
ii. Multi-stakeholder initiatives
iii. Industry self-regulation
Each team should meet with TAs at least once per month and at least one time with the
professors before their final term project is presented and analysis submitted. Students are
responsible for setting up the meetings with the TAs. Students are encouraged to plan ahead and
devise project topics that relate to the above categories. Instructors may also supply some
specific topics as term projects. All topics need approval by the instructors. The final product
will take the form of a carefully prepared 20 slide power point (or equivalent) plus references. It
is also possible to submit 15- 20 page double spaced papers, memos, or analyses if groups prefer.
Models from the previous year will be made available on Canvas.
FINAL PROJECT DUE DATES
Action Due Date
Topics proposed by students are submitted for evaluation along with
those proposed by the instructional team
September 16th 5pm
Approved project topics are announced in class and posted to a
Google doc where students select their top three in priority order
from the topics list and submit.
September 20th 5pm
Students receive their final topic assignments from the instructors
via Canvas
September 23rd 5pm
Complete teams will have met and submitted a one-page statement
of how they plan to carry out the project including a preliminary
schedule and some references
September 30th 5pm
Draft presentation due November 15th 5 pm
In class oral presentations: 10 minutes for description and strategic
direction and 3 minutes Q and A.
November 29th and
December 1st
Final project submission December 12th 5pm
6. STUDENT EVALUATION - Grading is based on:
Class participation and mandatory field trip 5%
Three exercise preparations (10% each) 30%
Student-directed debates and case discussions 10%
Mid-term exam (in class write up) 25%
Term project 30%
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Laptops Down Policy - Given the importance of class participation and the distractions of
laptops in class, we have instituted a technology-free policy. This extends to Smart Phones, and
other PDAs. Should communication be urgent or unavoidable, please excuse yourself from class.
CLASS SESSION SUMMARY
Class Date Lecture Topic Led By Assignments Due in Addition
to Readings
1 9/1 Overview and Orientation to CEMS MC
2 9/6 Introduction to Competitive Analysis MC Begin Ex. 1
3 9/8 CSR Governance and Strategy BC
4 9/13 Internal Firm Environmental Mgmt. MC
Submit Ex.1 Five Forces
(due 9/12 11:59pm)
In-class ex.: Lean Six Sigma
5 9/15 Is CSR appropriate for profit
maximizing firms? BC
Debate/Case 1: Volkswagen &
Dongfeng Cummins
6 9/20 Creating Shared Value and CSR MC/BC Approved term project topics
announced
7 9/22 Bridging Internal and External MC Debate/Case 2:
Materiality & Reporting (3M)
8 9/27 Organizations, Institutions, and
Corporate Strategy BC
Debate/Case 3: “Sacrificing
Profits is an Appropriate form
of CSR.”
9 9/29 Non-State Actors, Certification &
Strategic Pathways BC
Debate/Case 4:
Did Strategies Succeed in
Institutionalizing the FSC?
10 10/4 Supply Chain and Logistics MC/BC Submit Ex. 2 Toys in China
(due 10/3 11:59pm)
11 10/6 Greening Supply Chain and Reverse
Logistics MC
Debate/Case 5: Reverse
Logistics (Whirlpool)
12 10/11 Business Access to Natural Resources
and Ecosystem Services BC
Debate/Case 6: Valuing
ecosystem services
undermines ecosystem
management.
13 10/13 Midterm Exam
14 10/18 Sustainable Business Models and Base
of the Pyramid
Submit Ex. 3 Patrimonio Hoy
(due 10/17 11:59pm)
15 10/25 Strategic Approaches 1: Contrasting
Differentiation and Cost Saving MC
Debate/Case 7: Cost reduction
(including environmental cost
reduction) has already
happened if it saves money to
the firm.
16 10/27 Strategic Approaches 2: Regulation
and Self-Regulation BC
Debate/Case 8: Environmental
regulation advantages big
business over small business.
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17 11/1 Strategic Approaches 3: Defining and
Modeling Environmental Risk TBA
Debate/Case 9: Environmental
management has historically
focused too much on risk.
18 11/3 Strategic Approaches 4: Redefining
Markets and Intangible Value MC
11/4 FRIDAY – Field trip (Mandatory)
19 11/8 Trade and Environment BC
Debate/ Case 10: Sharing
Economy is just another firm
of consumerism.
Submit Ex. 4 Palm Oil
(due 10/17 11:59pm)
20 11/10 Marketing and Greenwashing MC,TM
21 11/15 Behavioral Sustainability TM Draft term project slides due
22 11/17 Business Use of Lifecycle Assessment GE
Staff
23 11/29 Student Group Presentations
24 12/1 Student Group Presentations
25 12/6 Business Strategy and Climate Change DE
26 12/8 Resource Productivity and Strategy/
Wrap –up and Evaluation MC
EXERCISES
Prepare Exercise 1 (required) and two other exercises from the following list of four.
Instructions for each exercise will be posted on the course website. All exercises are to be
submitted via Canvas dropbox by 11:59pm the night before their due date.
Due date Exercise
9/13 Exercise 1: Five Forces – REQUIRED EXERCISE
Students have two different assignments for the first exercise: one set if you have
little or no exposure to five forces and business strategy for which there is a
straightforward case. The other set is if you have a strong business background
and/or are an SOM student. Cases and questions for each are posted on the
Canvas server.
10/3 Exercise 2: SOM “Raw” Case - Toys in China
This exercise provides some practice with internal firm costing for key
companies in the global toy industry. It focuses on Mattel which produces
virtually all of its toys outside of the United States in low wage countries and
examines why this is so. The exercise examines outsourcing of toy
manufacturing, particularly in China and Mexico, in quantitative monetary and
greenhouse gas terms as well as additional qualitative considerations among key
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players. SOM “Raw” Cases involve use of the internet rather than a particular
case document.
10/18 Exercise 3: Global Lens Case – Patrimonio Hoy
Assess how a successful large cement company tried to create a space for poor
consumers who build their own homes with differently conceived building
materials.
11/8 Exercise 4: Palm Oil in Indonesia.
Review both SOM raw case and FES case. This exercise explores the role of Sino
Mar, and its interactions with the Tropical Forest Trust and Greenpeace. What is
the strategic advantage for companies like Golden Agri Resources to support the
“The Indonesian Palm Oil Pledge (IPOP).”
COURSE READINGS
September 1: Overview and Orientation to CEMS - (MC)
Readings: GOOD INTRODUCTION. Esty, D. and & A. Winston, Wiley Publishing,
2008, Intro and Chapter 1 (pp.1-30).
FOOD FOR THOUGHT: Steffen, W., Richardson, K., Rockström,
J., Cornell, S.E., Fetzer, I., Bennett, E.M., Biggs, R., Carpenter, S.R., de
Vries, W., de Wit, C.A.,Folke, C., Gerten, D., Heinke, J., Mace,
G.M., Persson, L.M., Ramanathan, V., Reyers, B. and Sörlin,
S., 2015. Planetary boundaries: guiding human development on a
changing planet. Science 347, 736–746.
CLASSIC: Schmidheiny, S. 1992. The Business of Sustainable
Development. Ch. 1 in Changing Course. Cambridge, Mass: MIT Press.
CLASSIC: Porter, M.E. and Van der Linde, C. 1995. Green and
Competitive: Ending the Stalemate. Harvard Business Review 73(5):120-
34.
September 6: Introduction to Competitive Analysis – (MC)
Readings: Porter, M. 2008. The five competitive forces that shape strategy. Harvard
Business Review, 86(1), 78-93.
Brandenburger, A. and Nalebuff, B. 1997. Chapters 1-3. In Co-opetition:
A Revolutionary Mindset That Combines Competition and Cooperation.
Currency Doubleday.
September 8: CSR Governance and Strategy (BC)
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Graeme Auld, Steven Bernstein and Benjamin Cashore G., 2008. "The
New Corporate Social Responsibility." The Annual Review of
Environment and Resources 33(1): 413-435.
September 13: Internal Firm Environmental Management –Tools and Decision-
making (MC)
Readings: Hawkins, D., and J. Cohen. 2004. Introduction to Cost Accounting
Systems (TN). Harvard Business School Case 9105039.
US EPA, 2009. The Environmental Professional’s Guide to Lean & Six
Sigma Chapters 1-4, pp. 1-40.
https://www.epa.gov/sites/production/files/2013-10/documents/enviro-prof-guide-six-sigma.pdf
Esty and Simmons, Green to Gold Business Playbook, Ch. 4, pp. 36-57.
In class exercise: Jacksonville, Florida Wastewater Treatment Plant
Exercise 1: Five Forces (due 9/13)
September 15: Is CSR Appropriate for Profit Maximizing Firms? (BC)
Readings: Moon, J. 2015. Corporate Social Responsibility: A Very Short
Introduction, Oxford University Press, 2015 (entire book).
Andrew Crane, Dirk Matten and Laura Spence (eds), 2013. Corporate
Social Responsibility: Readings and Cases in a Global Context. Routledge
2nd Edition, Chapters 1 and 2 and chapter, the case against CSR.
Benjamin Cashore, 2002. “Legitimacy and the Privatization of
Environmental Governance: How Non State Market-Driven (NSMD)
Governance Systems Gain Rule Making Authority”. Governance: An
International Journal of Policy and Administration, 15(4): 503-529.
Debate/Case #1: Volkswagen & Dongfeng Cummins (readings TBA)
September 20 Creating Shared Value and CSR (MC, BC)
Readings: Porter, M. and M. Kramer. 2011. Creating shared value. Harvard Business
Review; 89(1-2): 62-77.
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Reinhardt, F. and R. Stavins. 2010. Corporate Social Responsibility,
Business Strategy, and the Environment. Oxford Review of Economic
Policy: 26(2): 164-181.
Recommended: Hules, Magdalena and Xie, Peng, 2015. From Corporate Social
Responsibility to Creating Shared Value. A Case Study from Tetra Pak in
Sweden https://lup.lub.lu.se/student-papers/search/publication/5468179
(Student paper)
September 22: Bridging Internal and External Performance Measurement and
Materiality – (MC)
Readings: Koehler, D.A. and E. Hespenheide. 2014. How materiality drives
improved sustainability reporting. Greenbiz.com.
https://www.greenbiz.com/blog/2014/01/28/materiality-drives-
sustainability-reporting
Delmas, M. and V. D. Blass. 2010. Measuring corporate environmental
performance: the trade‐offs of sustainability ratings. Business Strategy and
the Environment 19(4): 245-260.
In class exercise: Sustainability Materiality Assessment at J&J (2 page document)
Debate/Case #2: Materiality & Reporting (3M)
Readings:
WBCSD (2015) Reporting Matters: redefining performance and disclosure
(pg 18- 19) http://wbcsdpublications.org/project/reporting-matters-2015/
Chia-Wei Hsu et al (2013) Materiality analysis model in sustainability
reporting: a case study at Lite-On Technology Corporation. Journal of
Cleaner Production, 57, 142-151
September 27 Organizations, Institutions, and Corporate Strategy (BC)
Readings: Andreas Rasche, Frank G. A. de Bakker & Jeremy Moon, 2013.
“Complete and Partial Organizing for Corporate Social Responsibility”
Journal of Business Ethics 115(4).
Howard-Grenville, J. and S. Bertels, 2011. Organizational Culture and
Environmental Action. Chapter 11 in P. Bansal and A. Hoffman, eds. The
Oxford Handbook of Business and the Natural Environment. Oxford:
Oxford University Press.
Delmas, M. A. and S. Pekovic. 2013. Environmental standards and labor
productivity: Understanding the mechanisms that sustain sustainability.
Journal of Organizational Behavior 34(2): 230-252.
September 16, 2016 9
Recommended: (Background Classics to Skim)
DiMaggio, P. J. and W. W. Powell 1991. Introduction. The New
Institutionalism in Organizational Analysis. W. W. P. a. P. J. DiMaggio.
Chicago, The University of Chicago Press: 1-40.
Oliver, C. 1991. "Strategic Responses to Institutional Processes."
Management Review 16(1): 145-179.
Debate/Case #3: “Sacrificing Profits is an Appropriate form of CSR”
September 29 Non-State Actors, Certification & Strategic Pathways (BC)
Readings: Cashore, Benjamin. Cross-Sector Partnerships for NSMD Global
Governance: Change Pathways & Strategic Implications. Annual Review
of Social Partnerships, Forthcoming.
Benjamin Cashore, 2015. “How to Design Effective Non-State Market
Driven Certification Systems to Foster Social and Environmental
Stewardship”, Policy brief, Scholars Strategy Network, November 2015.
Debate/Case #4: Did Strategists Succeed in Institutionalizing the FSC?
Background readings for in-class case:
Graeme Auld and Benjamin Cashore, “Appendix F, Forestry Review” in
Steering Committee of the State-of-Knowledge Assessment of Standards
and Certification Toward Sustainability: The Roles and Limitations of
Certification (Washington, DC: Resolve) 2012
Claudia Romero Francis E. Putz Manuel R. Guariguata Erin O. Sills Paolo
O. Cerutti Guillaume Lescuyer. 2013. An overview of current knowledge
about the impacts of forest management certification: A proposed
framework for its evaluation. Download at:
http://www.cifor.org/library/4188/an-overview-of-current-knowledge-
about-the-impacts-of-forest-management-certification-a-proposed-
framework-for-its-evaluation/
October 4 Supply Chain and Logistics MC/BC
Eberlein, B., et al. (2013). "Transnational business governance
interactions: Conceptualization and framework for analysis." Regulation
& Governance: 1--22.
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Klassen, R. D. and S. Vachon. 2012. Greener supply chain management.
In The Oxford Handbook of Business and the Natural Environment.
Oxford University Press
Palevich, Robert. 2012, "The Lean Sustainable Supply Chain: How to
Create a Green Infrastructure with Lean Technologies". FT Press, 2012.
Available online at http://ptgmedia.pearsoncmg.com/images/9780132837613/samplep
ages/0132837617.pdf Chapter 1 Lean and Sustainable Technologies
Exercise 2 due: Yale SOM - Toys in China.
October 6 Greening Supply Chain and Reverse Logistics
Readings: Souza, G. C. 2013. Closed‐Loop supply chains: A critical review, and
future research. Decision Sciences 44(1): 7-38
Lee, C.K.M. and Lam, J.S.L. 2012. Managing reverse logistics to enhance
sustainability of industrial marketing, Industrial Marketing Management,
41, 589-598
Hanlon, P. (2013) One More Time: Medical Device Recycling is Good
Business, available at RT Magazine, September 13th 2013.
http://www.rtmagazine.com/2013/09/one-more-time-medical-device-
recycling/
Debate/ Case #5: Reverse Logistics (Whirlpool)
October 11 Business Access to Natural Resources and Ecosystem Services (BC)
Readings: Costanza, R, et al. (1997) The value of the world’s ecosystem services and
natural capital.
http://www.esd.ornl.gov/benefits_conference/nature_paper.pdf
Debate/Case #6: Valuing ecosystem services undermines ecosystem management.
October 13 Midterm Exam in class
October 18 Sustainable Business Model Innovation & Base of the Pyramid (MC)
Readings: Traditional business model framework:
http://www.businessmodelgeneration.com/canvas.
September 16, 2016 11
Teece, D. 2010. Business models, business strategy and innovation, Long
Range Planning, 43:172-194.
Casado C.F. and S.Hart. 2015. Base of the Pyramid 3.0: Sustainable
Development Through Innovation and Entrepreneurship. Greenleaf
Publishing: Sheffield, U.K Introduction and Ch. 12 pp 1-10 and 190-201.
Michelini, L. 2012. Social Innovation and New Business Models:
Creating Shared Value in Low Income Markets. Springer-Verlag Berlin
Heidelberg. Chapter 1 pp. 1-16.
Recommended: Bocken, N.M.P. et al (2014) A literature and practice review to develop
sustainable business model archetypes. Journal of Cleaner Production, 65,
42-65.
Exercise 3 due: Patrimonio Hoy
October 25 Strategic Approaches 1: Contrasting Differentiation and Cost Saving
Readings: Reinhardt, F. 1998.Environmental product differentiation: Implications for
corporate strategy. California Management Review. 40(4): 43-73.
Sexton, S. E. and A. L. Sexton. 2014. Conspicuous conservation: The
Prius halo and willingness to pay for environmental bona fides. Journal of
Environmental Economics and Management 67(3): 303-317.
Debate/Case #7: Cost reduction (including environmental cost reduction) has already
happened if it saves money to the firm.
October 27 Strategic Approaches 2: Regulation and Self-Regulation (BC)
Readings: Oster, S. 1982. The strategic use of regulatory investment by industry sub-
groups. Economic Inquiry 20(4):604-18.
Vogel, D. 2010. The Private Regulation of Global Corporate Conduct:
Achievements and Limitations. Business & Society 49(1): 68-87.
Dauvergne, P. and J. Lister. 2012. Big brand sustainability: Governance
prospects and environmental limits. Global Environmental Change 22(1):
36-45.
Debate/ Case 8: Environmental regulation advantages big businesses over small
businesses.
November 1 Strategic Approaches 3: Defining and Modeling Environmental Risk
(TBA)
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Reinhardt, Forest, 2000. Chapter 6 (pp. 131-177)
Hanson, C., J. Ranganathan, C. Iceland, and J. Finisdore. 2012., The
Corporate Ecosystem Services Review: Guidelines for Identifying
Business Risks and Opportunities Arising from Ecosystem Change.
Version 2.0., Washington, DC: World Resources Institute Resource
Revolution: Tracking Global Commodity Markets.
[Required through pp.10 and scan through the rest of the document]
Yilmaz, A.K. and Flouris, T. 2010. Managing corporate sustainability:
Risk management process based perspective
http://www.academicjournals.org/article/article1380703008_Yilmaz%20a
nd%20Flouris.pdf
Debate/ Case #9: Environmental management has historically focused too much on risk.
November 3 Strategic Approaches 4: Redefining Markets and Intangible Value
(MC)
Readings: Short, S., Bocken,N., Barlow,C. and M. Chertow, 2014. From Refining
Sugar to Growing Tomatoes: Industrial Ecology and Business Model
Evolution. Journal of Industrial Ecology. 18(5):603-618.
Firnkorn, J. and M. Müller. 2012. Selling Mobility instead of Cars: New
business strategies of automakers and the impact on private vehicle
holding. Business Strategy and the Environment 21(4): 264-280.
Freidman, L.T. 2013. Welcome to the Sharing Economy. The New York
Times, July 20.
Adams, M. (2015) Intangibles and Sustainability: Holistic Approaches to
Measuring and Managing Value Creation. Journal of Applied Corporate
Finance, 27(2): 87-94.
November 4: Friday Field Trip - ASSA ABLOY, New Haven (Mandatory
attendance) 110 Sargent Dr, New Haven
November 8 Trade and Environment (BC)
Readings: CLASSIC: Vogel, D. (1997). "Trading up and governing across:
transnational governance and environmental protection." Journal of
European Public Policy 4(4): 556 - 571.
Benjamin Cashore and Michael Stone, “Does California Need Delaware?
Explaining Indonesian, Chinese, and United States Support for Legality
Compliance of Internationally Traded Products”, Regulation and
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Governance 2014
Debate/ Case 10: Sharing Economy is just another firm of consumerism.
November 10: Marketing and Greenwashing (MC/TM)
Makov, T. and G. E. Newman. 2016a. Economic gains stimulate negative
evaluations of corporate sustainability initiatives. Nature Climate Change
6(9): 844-846 http://www.nature.com/nclimate/journal/v6/n9/full/nclimate3
033.html
Delmas, M. A. and V. C. Burbano. 2011. The drivers of greenwashing.
California Management Review 54(1):64-87.
Newman, G. E., M. Gorlin, and R. Dhar. 2014. When Going Green
Backfires: How Firm Intentions Shape the Evaluation of Socially
Beneficial Product Enhancements. Journal of Consumer Research 41(3):
823-839.
November 15: Behavioral Sustainability (TM)
Readings: Csutora, M. 2012. One More Awareness Gap? The Behavior–Impact Gap
Problem. Journal of Consumer Policy 35(1): 145-163.
Sunstein, C. R. and L. A. Reisch. 2014. Automatically green: Behavioral
economics and environmental protection. Harvard Environmental Law
Review. 38: 127.
Luchs, M. G., R. W. Naylor, J. R. Irwin, and R. Raghunathan. 2010. The
sustainability liability: potential negative effects of ethicality on product
preference. Journal of Marketing 74(5): 18-31.
Recommended: Akenji, L. 2014. Consumer scapegoatism and limits to green
consumerism. Journal of Cleaner Production 63: 13-23
Draft term project slides due
November 17 Resource Productivity and Business Use of Lifecycle Assessment
(MC/Bill Flanagan from GE)
September 16, 2016 14
Readings: Heck, S., M. Rogers, and P. Carroll. 2014. Intro and Chapter 1 in Resource
Revolution: How to Capture the Biggest Business Opportunity in a
Century. Houghton Mifflin Harcourt.
November 29: Student Group Presentations
TBD: a piece on stakeholder engagement from management literature
December 1 Student Group Presentations
December 6: Business Strategy and Climate Change (Dan Esty)
Readings: International Finance Corporation. 2010. Climate risk and financial
institutions: Challenges and opportunities. Available at:
http://www.ifc.org/wps/wcm/connect/ed21d4804a830d65860bff551f5e60
6b/ClimateRisk_FinancialInstitutions.pdf?MOD=AJPERES
Carbon Disclosure Project, “Integrating Climate Change into Business
Strategy” (CDP Benelux 150 Climate Change
Report): https://www.cdp.net/CDPResults/CDP-Benelux-150-Report-
2012.pdf
William Nordhaus, “A New Solution: the Climate Club,” New York
Review of Books (June
4,2015): http://www.nybooks.com/articles/2015/06/04/new-solution-
climate-club/
Daniel C. Esty, “Regearing the Global Response to Climate Change: 5
Past Mistakes the 2015 Paris Agreement Needs to Fix,” Huffington
Post (December 9, 2015) http://www.huffingtonpost.com/daniel-c-
esty/regearing-the-global-resp_b_8764990.html
Jonas Meckling, Nina Kelsey, Eric Biber, John Zysman, “Winning
coalitions for climate policy: Green industrial policy builds support for
carbon regulation: Science Sept 11, 2015
Richard Valmanis and Grant Smith, “U.S. companies tout climate policies,
fund climate skeptics.” Sept. 6, 2016. http://www.reuters.com/article/us-
usa-election-climate-donations-idUSKCN11C0ED
December 8: Resource Productivity and Strategy/Wrap –up and Evaluation (MC)
September 16, 2016 15
Term Project final report due December 14 via Canvas.