Corporate sustainability capability

Author: Zheng Shiming
Publisher:
Publish Date: 2006-04-01
Features: The book is divided into three parts. The first two chapters form Part I, focusing on the survival goals of enterprises. Chapter I discusses enterprise failure, drawing on the philosophy of failure studies to analyze the external and internal factors of failed enterprises. Chapter II describes the interaction between external and internal factors in enterprise survival, highlighting how a robust crisis management system can help businesses seize survival opportunities in adversity. Part II systematically proposes a model for enterprise sustainable development capacity and elaborates on its five aspects. Chapter III provides an overview of this part, first introducing the issue of social sustainable development into the micro level, proposing the concept of enterprise sustainable development capacity. From the perspectives of economics and ethics, it points out the rational and irrational dimensions of this capacity. Building on this, it further identifies five specific aspects of enterprise 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, delving into their relationship with enterprise sustainable development. Part III discusses the integration of the five aspects of enterprise sustainable development capacity. Chapter IX focuses on the integration of the rational and irrational dimensions of this capacity, proposing that a rational corporate strategy matched with an irrational corporate culture is a necessary condition for achieving sustainable development. Chapter X examines the main contradiction in rational corporate strategy, specifically the conflict between core competitiveness and core rigidity, and analyzes how internal entrepreneurship serves as a powerful tool to resolve this contradiction and achieve creative destruction. Chapter XI analyzes the tension between change and stability in the irrational corporate culture during transformation, emphasizing that when implementing cultural change, enterprises should take appropriate measures to prevent the destruction of their core essence—the core values.