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MANAGEMENT OF SUSTAINABILITY - HOW TO OVERCOME THE GAP BETWEEN THEORETICAL CONCEPTS AND PRACTICAL IMPLEMENTATION –

机译:可持续性管理-如何克服理论概念与实际执行之间的差距–

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Many theoretical concepts already have been developed about the implementation ofrnsustainability in industrial applications. But typically, a big gap separates the idealistic concepts andrnthe real world business operations. Companies first have to meet the economical challenges, thernmarket competition and the customers‘ requirements. Therefore up to recent times the willingness ofrnbusiness managers to consider sustainability was generally very poor. It seemed to be not veryrnrealistic to follow the claims of ecological groups except for some very special occassions.rnThe reason also lies in the misunderstanding of the term ?sustainability“ – typically it hasrnbeen reduced only to environmental issues. In fact, sustainability as a long term strategy is based onrnthree dimensions: economical success, social balance and of course also ecological matters. Withinrnthe last decade the complete understanding of the whole paradigm has made progress, even withinrn?green“ movements. There is no benefit for the environment if a company has to cease its operationsrnbecause of the lack of economical success. And even more the social issues have to be regardedrncarefully: If workers do not feel comfortable due to lost market shares or consumers avoid to buy thernproducts, the whole business cannot be regarded to be ?sustainable“.rnWith the changing approach the companies more and more tend to accept sustainability notrnonly as a burden but as market chance. The problems start if one has to explain what sustainabilityrnmeans in practical terms. How to measure it? Which navigation aids lead the way to tornsustainability? How to implement the new paradigm into corporations strategies and itsrnmanagement?rnA recent research effort in Germany has been undertaken to investigate the practical hurdles.rnMany inverviews have been made to find out managers‘ and executives‘ reservations or evenrnignorance. The result is a list of questions and answers, a practical experience report with many
机译:关于在工业应用中实现可持续性的许多理论概念已经得到发展。但通常情况下,理想主义概念和现实世界业务运营之间存在很大差距。公司首先必须应对经济挑战,市场竞争和客户需求。因此,直到最近,企业管理者考虑可持续性的意愿普遍很差。除了一些非常特殊的场合外,遵循生态团体的主张似乎不是很现实。rn原因还在于对“可持续性”一词的误解-通常仅将其归结为环境问题。实际上,可持续性作为一项长期战略是基于三个方面的:经济上的成功,社会平衡,当然还有生态问题。在过去十年中,甚至在“绿色”运动内部,对整个范式的完全理解也取得了进步。如果一家公司由于缺乏经济上的成功而不得不停止运营,对环境没有任何好处。甚至必须更加认真地考虑社会问题:如果工人由于失去市场份额而感到不舒服,或者消费者避免购买产品,那么整个企业就不能被认为是“可持续的”。随着方法的改变,公司越来越多倾向于接受可持续发展不仅是负担,而且是市场机会。如果必须从实践角度解释可持续性的含义,那么问题就开始了。如何测量呢?哪些导航辅助工具导致了可持续性发展?如何在公司战略及其管理中实施新的范式?最近在德国进行了一项研究,以调查实际障碍。人们进行了许多调查,以找出经理和主管的保留或什至无知。结果是一个问题和答案的列表,一份包含许多内容的实践经验报告

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