Corporate Sustainability Capability - (I)

Author: Zheng Shiming
Publisher:
Publish Date: 2006-04-01
Features: The book is divided into three parts. The first two chapters constitute Part, primarily discussing the survival goals of enterprises. The first chapter begins with the topic of corporate failure, drawing on the insights of failure studies to analyze the external and internal factors contributing to failed enterprises. The second chapter describes the interaction between external and internal factors in corporate survival, highlighting that a robust crisis management system can help businesses seize survival opportunities in adversity. The second part systematically proposes a model for corporate sustainable development capacity and elaborates on its five aspects. Chapter 3 provides an overview of this section, first introducing the issue of social sustainable development into the micro domain, proposing the concept of corporate sustainable development capacity. From both economic and ethical theoretical perspectives, it points out the rational and irrational dimensions of corporate sustainable development capacity. On this basis, it further identifies five specific aspects of corporate sustainable development capacity: foresight, entrepreneurship, corporate culture, corporate strategy, and organizational structure. The following five chapters provide detailed analysis and discussion of these five aspects, deeply exploring their relationship with corporate sustainable development. The third part discusses the integration of the five aspects of corporate sustainable development capacity. Chapter 9 focuses on the integration of the rational and irrational dimensions of corporate sustainable development capacity, proposing that a rational corporate strategy matched with an irrational corporate culture is a necessary condition for achieving sustainable development. Chapter 10 discusses the main contradiction in rational corporate strategy, namely the conflict between core competitiveness and core rigidity, and analyzes on this basis that internal entrepreneurship is a powerful tool for resolving the contradiction and achieving creative destruction. Chapter 11 analyzes the conflict between change and stability in the irrational corporate culture during the transformation process, pointing out that when implementing cultural change, enterprises should take appropriate measures to prevent the destruction of the essence of their corporate soul—the core values.