毕业论文外文文献 管理类.doc

Strategy development in small and medium sized enterprises for sustainability and increased value creation（Excerpts） Samuel B. Moorea Susan L. Manringb, Ouroboros Holdings, LLC. 4003 Birkdale Ct. Elon, NC 27244-2020, USA ?Martha and Spencer Love School of Business, Elon University, Elon, NC 27244-2020, USA 1. Introduction Since the 1990s, environmental and social factors have become increasingly important strategic considerations for enterprises of any size. Emerging 21st century market conditions are now creating truly new lenses through which the world must be viewed?[1]. By ignoring the “hidden connection” between business and the environment, business is missing many new sustainable development (SD) opportunities that may prevent the threat of an inevitable collapse of society?[2]. As more companies recognize our “Common Journey”?[3], which underscores the necessity of creating sustainable development, firms worldwide are intentionally developing strategic plans to make their companies competitive sustainably. Hart and Milstein have insisted that creating a sustainable enterprise should be viewed as just another factor in the modern business environment and should be addressed as such within the planning process by 21st century business strategists?[4]. However, even this view may no longer be adequate. Modern business plans should include both “the limits and opportunities” presented by changes in global social and environmental circumstances, as limitations of future growth may occur if the global and environmental perspectives for sustainable societies are ignored. Paradoxically, the global economy grows more rapidly as companies become more resource efficient. Ecological footprint analysis indicates that with this “rebound effect”?[5], humanitys ecological demands already exceed what nature can supply?[6]. This “ecological overshoot” means that we are depleting the stock of natural environmental capital rather than “living off the interest”?[6]. In spite of