Sustainable Management for Managers and Engineers

Carolina Machado is Associate Professor at the University of Minho, Portugal, Head of the Department of Management and Head of the Human Resources Work Group. Her research interests include human resource management, training and development, emotional intelligence, management change, knowledge management and management/HRM in the digital age. J. Paulo Davim is Full Professor at the University of Aveiro, Portugal, and a Fellow (FIET) of The Institution of Engineering and Technology, UK. His research interests include manufacturing, materials and mechanical and industrial engineering, management, engineering education and higher education for sustainability.

• Preface xiCarolina Feliciana MACHADO and J. Paulo DAVIMChapter 1. Choice Architecture: Nudging for Sustainable Behavior 1Cristiana Cerqueira LEAL and Benilde OLIVEIRA1.1. Choice architecture and nudging 11.1.1. Choice architecture 11.1.2. Nudging: using choice architecture for good 21.2. Theoretical roots and applications around the word 41.2.1. Heuristics and systematic errors 41.2.2. Libertarian paternalism 51.2.3. Pro-self and pro-society nudges 51.2.4. Nudging around the world 61.3. Nudging for sustainability 81.3.1. Nudging tools for sustainable behavior 81.3.2. Behavioral insights 91.4. Challenges and final remarks 151.5. References 16Chapter 2. Embedding Corporate Sustainability in Human Resource Management Practice 19David STARR-GLASS2.1. Introduction 192.2. Corporate social responsibility and corporate sustainability 212.2.1. Corporate social responsibility 212.2.2. Corporate sustainability 242.3. Human resource management 262.3.1. A short evolutionary history of HRM 262.4. The nexus of human resource management and corporate sustainability 282.4.1. Instrumental CSR-HRM 292.4.2. Social integrative CSR-HRM 302.4.3. Political CSR-HRM 322.5. Embedding corporate sustainability in HRM practices 332.5.1. Recruitment and selection practices 332.5.2. Training and development practices 352.5.3. Motivation, performance and appraisal 372.5.4. Rewards, compensation and benefits 382.6. Conclusion 402.7. References 42Chapter 3. Competency Cultivation of Mechanical Engineers in the Process of Social Sustainable Development 53Hailong FU, Yue WANG, Marius Gabriel PETRESCU and Mirela PANAIT3.1. The importance of the basic qualities of mechanical engineers for the sustainable development of society 533.1.1. What are the basic qualities of a mechanical engineer? 533.1.2. How to achieve sustainable development of mechanical engineers 543.1.3. The relationship between the sustainable development of mechanical engineers and the sustainable development of society 543.2. Mechanical engineers must observe ethics and laws 553.2.1. The importance of engineering ethics 563.2.2. Problems and causes of engineering ethics 563.2.3. Legal issues in manufacturing 563.3. Mechanical engineers shoulder responsibility for environmental protection 573.3.1. Environmental pollution from industrial production is widespread 573.3.2. Engineers should know how to control industrial environmental pollution 583.4. Mechanical engineers must be familiar with traditions and learn to innovate 593.5. Mechanical engineers should pay attention to product quality management and quality assurance systems 603.6. Mechanical engineers should have a time view, a cost view and a risk view 613.6.1. Establish the concept of time, follow the trend of industry development 623.6.2. Set up the cost view, strengthen the core competition ability 623.6.3. Establish the concept of project risk to avoid the occurrence of major losses 623.7. Mechanical engineers should have a global vision 623.7.1. Establish a system concept and give play to the role of system engineering 623.7.2. Strengthen international exchanges and promote common progress within the industry 633.8. Conclusion 633.9. Acknowledgements 643.10. References 64Chapter 4. Essentials of Sustainability: A Roadmap for Businesses 67Yasemin SEN4.1. Introduction 674.2. Definition of sustainability 674.3. History of sustainability 694.4. Sustainability entrepreneurship 704.5. Sustainable business 764.6. Sustainability leadership and culture 834.7. Sustainability innovation 854.8. Conclusion 864.9. References 86Chapter 5. Styles of Leadership and Perceptions of Corporate Social Responsibility 89Adriana Toledo PEREIRA, Maria João SANTOS and Dimas de Oliveira ESTEVAM5.1. Introduction 895.2. Styles of leadership and SR perceptions 905.2.1. Styles of leadership: transformational, transactional and laissez-faire 905.2.2. SR perceptions 915.2.3. Relationships between styles of leadership and SR 925.2.4. Research model and hypotheses 935.3. Method 955.4. Results 965.4.1. Analysis of scale reliability 965.4.2. Mean and standard sample deviation 965.4.3. Analysis of variable correlations 975.4.4. Multiple regression analysis 985.5. Discussion of the results 995.6. Conclusion 1015.7. References 103Chapter 6. Corporate Social Responsibility Reporting: Background, Evolution and Sustainability Promoter 109Marian Cátálin VOICA and Adrian STANCU6.1. Introduction 1096.2. A brief history of CSR development and conceptualization 1106.2.1. Timeline of CSR development 1106.2.2. Opponents and supporters of CSR 1116.2.3. Carroll’s pyramid of corporate social responsibility 1126.2.4. The three-domain model of CSR 1146.3. Corporate social reporting – standardization and policy 1166.3.1. Corporate social reporting standards 1166.3.2. Corporate social reporting policy 1176.3.3. Carrots and sticks analysis 1186.4. Analysis of the GRI reporting enterprises between 2007 and 2017 1206.4.1. Analysis of the GRI reporting enterprises from the energy sector between 2007 and 2017 1216.4.2. Analysis of the GRI reporting enterprises from the chemicals sector between 2007 and 2017 1276.4.3. Analysis of the GRI reporting enterprises from the metal products sector between 2007 and 2017 1336.4.4. Analysis of the GRI reporting enterprises from the mining sector between 2007 and 2017 1396.4.5. Analysis of the GRI reporting enterprises from the automotive sector between 2007 and 2017 1456.5. Conclusion 1516.6. References 153Chapter 7. Integrated Management Systems Under the Banner of Sustainable Development: Risks and Opportunities 157Marius Gabriel PETRESCU, Mirela PANAIT and Hailong FU7.1. Introduction 1577.1.1. Organizations and sustainable development 1577.1.2. Integrated management systems in the context of sustainable development 1627.2. Evolution of approaches for management systems 1667.2.1. Quality and quality management system 1667.2.2. The environment and the environmental management system 1727.2.3. Occupational safety and health management system 1787.3. Conclusion 1817.4. References 182Chapter 8. Mentoring… Really? And Why Not? 189Bruna ROCHA, João Leite RIBEIRO and Delfina GOMES8.1. Introduction 1898.2. Concept of mentoring 1918.2.1. Development of the mentoring concept 1918.2.2. Mentoring, the concept 1938.2.3. Types of mentoring 1978.2.4. Mentoring objectives 1998.2.5. Mentoring participants 2018.2.6. Advantages and disadvantages of mentoring 2048.2.7. Mentoring: facilitators and obstacles 2118.3. Conclusion 2188.4. References 219Chapter 9. Stop Camouflaging it in Green: Do Not Confuse Corporate Social Responsibility with Sustainable Management 225Diana FERNANDES and Carolina Feliciana MACHADO9.1. Introduction 2269.2. Ecological Economics 2299.3. Sustainable Management 2339.4. Corporate Social Responsibility 2379.5. Where do the concepts match and mismatch? 2439.6. Conclusion 2489.7. References 250List of Authors 261Index 263