In a competitive and complex world, where requirements from different fields are ever-growing, organizations need to be responsible for their actions in their respective markets. However, this responsibility must not be deemed one-time-only but instead should be seen as a continuous process, under which organizations ought to effectively use the different resources to allow them to meet the present and future requirements of their stakeholders. Having a significant influence on their collaborators? performance, the role developed by managers and engineers is highly relevant to the…mehr
In a competitive and complex world, where requirements from different fields are ever-growing, organizations need to be responsible for their actions in their respective markets. However, this responsibility must not be deemed one-time-only but instead should be seen as a continuous process, under which organizations ought to effectively use the different resources to allow them to meet the present and future requirements of their stakeholders. Having a significant influence on their collaborators? performance, the role developed by managers and engineers is highly relevant to the sustainability of an organization?s success. Conscious of this reality, this book contributes to the exchange of experiences and perspectives on the state of research related to sustainable management. Particular focus is given to the role that needs to be developed by managers and engineers, as well as to the future direction of this field of research.
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.
Inhaltsangabe
Preface xi Carolina Feliciana MACHADO and J. Paulo DAVIM
Chapter 1. Choice Architecture: Nudging for Sustainable Behavior 1 Cristiana Cerqueira LEAL and Benilde OLIVEIRA
1.1. Choice architecture and nudging 1
1.1.1. Choice architecture 1
1.1.2. Nudging: using choice architecture for good 2
1.2. Theoretical roots and applications around the word 4
1.2.1. Heuristics and systematic errors 4
1.2.2. Libertarian paternalism 5
1.2.3. Pro-self and pro-society nudges 5
1.2.4. Nudging around the world 6
1.3. Nudging for sustainability 8
1.3.1. Nudging tools for sustainable behavior 8
1.3.2. Behavioral insights 9
1.4. Challenges and final remarks 15
1.5. References 16
Chapter 2. Embedding Corporate Sustainability in Human Resource Management Practice 19 David STARR-GLASS
2.1. Introduction 19
2.2. Corporate social responsibility and corporate sustainability 21
2.2.1. Corporate social responsibility 21
2.2.2. Corporate sustainability 24
2.3. Human resource management 26
2.3.1. A short evolutionary history of HRM 26
2.4. The nexus of human resource management and corporate sustainability 28
2.4.1. Instrumental CSR-HRM 29
2.4.2. Social integrative CSR-HRM 30
2.4.3. Political CSR-HRM 32
2.5. Embedding corporate sustainability in HRM practices 33
2.5.1. Recruitment and selection practices 33
2.5.2. Training and development practices 35
2.5.3. Motivation, performance and appraisal 37
2.5.4. Rewards, compensation and benefits 38
2.6. Conclusion 40
2.7. References 42
Chapter 3. Competency Cultivation of Mechanical Engineers in the Process of Social Sustainable Development 53 Hailong FU, Yue WANG, Marius Gabriel PETRESCU and Mirela PANAIT
3.1. The importance of the basic qualities of mechanical engineers for the sustainable development of society 53
3.1.1. What are the basic qualities of a mechanical engineer? 53
3.1.2. How to achieve sustainable development of mechanical engineers 54
3.1.3. The relationship between the sustainable development of mechanical engineers and the sustainable development of society 54
3.2. Mechanical engineers must observe ethics and laws 55
3.2.1. The importance of engineering ethics 56
3.2.2. Problems and causes of engineering ethics 56
3.2.3. Legal issues in manufacturing 56
3.3. Mechanical engineers shoulder responsibility for environmental protection 57
3.3.1. Environmental pollution from industrial production is widespread 57
3.3.2. Engineers should know how to control industrial environmental pollution 58
3.4. Mechanical engineers must be familiar with traditions and learn to innovate 59
3.5. Mechanical engineers should pay attention to product quality management and quality assurance systems 60
3.6. Mechanical engineers should have a time view, a cost view and a risk view 61
3.6.1. Establish the concept of time, follow the trend of industry development 62
3.6.2. Set up the cost view, strengthen the core competition ability 62
3.6.3. Establish the concept of project risk to avoid the occurrence of major losses 62
3.7. Mechanical engineers should have a global vision 62
3.7.1. Establish a system concept and give play to the role of system engineering 62
3.7.2. Strengthen international exchanges and promote common progress within the industry 63
Preface xi Carolina Feliciana MACHADO and J. Paulo DAVIM
Chapter 1. Choice Architecture: Nudging for Sustainable Behavior 1 Cristiana Cerqueira LEAL and Benilde OLIVEIRA
1.1. Choice architecture and nudging 1
1.1.1. Choice architecture 1
1.1.2. Nudging: using choice architecture for good 2
1.2. Theoretical roots and applications around the word 4
1.2.1. Heuristics and systematic errors 4
1.2.2. Libertarian paternalism 5
1.2.3. Pro-self and pro-society nudges 5
1.2.4. Nudging around the world 6
1.3. Nudging for sustainability 8
1.3.1. Nudging tools for sustainable behavior 8
1.3.2. Behavioral insights 9
1.4. Challenges and final remarks 15
1.5. References 16
Chapter 2. Embedding Corporate Sustainability in Human Resource Management Practice 19 David STARR-GLASS
2.1. Introduction 19
2.2. Corporate social responsibility and corporate sustainability 21
2.2.1. Corporate social responsibility 21
2.2.2. Corporate sustainability 24
2.3. Human resource management 26
2.3.1. A short evolutionary history of HRM 26
2.4. The nexus of human resource management and corporate sustainability 28
2.4.1. Instrumental CSR-HRM 29
2.4.2. Social integrative CSR-HRM 30
2.4.3. Political CSR-HRM 32
2.5. Embedding corporate sustainability in HRM practices 33
2.5.1. Recruitment and selection practices 33
2.5.2. Training and development practices 35
2.5.3. Motivation, performance and appraisal 37
2.5.4. Rewards, compensation and benefits 38
2.6. Conclusion 40
2.7. References 42
Chapter 3. Competency Cultivation of Mechanical Engineers in the Process of Social Sustainable Development 53 Hailong FU, Yue WANG, Marius Gabriel PETRESCU and Mirela PANAIT
3.1. The importance of the basic qualities of mechanical engineers for the sustainable development of society 53
3.1.1. What are the basic qualities of a mechanical engineer? 53
3.1.2. How to achieve sustainable development of mechanical engineers 54
3.1.3. The relationship between the sustainable development of mechanical engineers and the sustainable development of society 54
3.2. Mechanical engineers must observe ethics and laws 55
3.2.1. The importance of engineering ethics 56
3.2.2. Problems and causes of engineering ethics 56
3.2.3. Legal issues in manufacturing 56
3.3. Mechanical engineers shoulder responsibility for environmental protection 57
3.3.1. Environmental pollution from industrial production is widespread 57
3.3.2. Engineers should know how to control industrial environmental pollution 58
3.4. Mechanical engineers must be familiar with traditions and learn to innovate 59
3.5. Mechanical engineers should pay attention to product quality management and quality assurance systems 60
3.6. Mechanical engineers should have a time view, a cost view and a risk view 61
3.6.1. Establish the concept of time, follow the trend of industry development 62
3.6.2. Set up the cost view, strengthen the core competition ability 62
3.6.3. Establish the concept of project risk to avoid the occurrence of major losses 62
3.7. Mechanical engineers should have a global vision 62
3.7.1. Establish a system concept and give play to the role of system engineering 62
3.7.2. Strengthen international exchanges and promote common progress within the industry 63
3.8. Conclusion 63
3.9. Acknowledgements 64
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