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Acknowledgements; Contents; Contributors; 1 Responsibility and Governance in Achieving Sustainability; Abstract; 1.1 Introduction; 1.2 A Focus on Sustainability; 1.3 Is Sustainability Sustainable?; 1.4 Globalisation, Homogenisation and Convergence; 1.5 Globalisation and Accounting; 1.6 Responsibility and Governance in Sustainability; References; Theorising the Relationship; 2 'People, Planet, Profits' and Perception Politics: A Necessary Fourth (and Fifth) Bottom Line? Critiquing the Current Triple Bottom Line in the Australian Context; Abstract
2.1 Business, Politics, Society and the Natural Environment: The "Foursome" that Needs to Work2.2 What Is Sustainable Development? and Who Actually Makes up This Foursome?; 2.3 John Elkington and the Triple Bottom Line (TBL)-Who Is Really Responsible for Addressing Sustainable Development?; 2.4 'Perception Politics': The Fourth and Fifth 'P'?; 2.5 Why Examine the Great Barrier Reef (GBR); 2.6 In Greater Detail: Policy Responses to the GBR-the Australian Liberal Party (Liberal-National Coalition, LNC); 2.7 Conclusion; References
3 CSR Management Strategies, Stakeholder Engagement and MNE Subsidiaries Efforts to Foster Sustainable DevelopmentAbstract; 3.1 Introduction and Background; 3.2 MNEs CSR Management Strategies; 3.3 Research Method; 3.4 Findings and Discussion; 3.4.1 Propensity to Adopt Successful Local CSR Programmes; 3.5 Limited Participation and Capacity Building of Local Subsidiaries; 3.6 Limited Partnership with Local Enterprises; 3.7 Inadequate Engagement of Stakeholders; 3.8 Conclusion; References; 4 CSR, Stakeholders and Complexity: Seeking Certainty in Decision-Making; Abstract
4.1 CSR and Increasing Awareness of Stakeholder Heterogeneity4.2 Stakeholder Heterogeneity, Power and Innovation; 4.3 New Technologies, New Processes and New Stakeholders; 4.4 CSR and Business Process in Complexity; 4.5 Stakeholder Involvement in Decision-Making; 4.6 Technology, Power, Control and Stakeholders; 4.7 The Contest for Control: Performativity and Data; 4.7.1 Organisational Tensions in Maintaining Control in Complexity; 4.7.2 Performativity Between Institutions and Society; 4.8 Decision-Making and Power: Big Data as a Response to Complexity; 4.9 Power, Control and Knowledge
4.10 ConclusionReferences; 5 Against Theory: Redefining Corporate Social Responsibility Using a Lacanian Perspective; Abstract; 5.1 Introduction; 5.2 Through the Looking Glass and What We Found There; 5.3 The Motivation of Managers; 5.4 A Freudian Analysis-the Drive for Individuation; 5.5 The Lacanian View-the Reassertion of the Individual; 5.6 Myth Creation and Corporate Reporting; 5.7 Conclusions; References; Developing Sustainability; 6 Determinants Which Influence Purchase Behaviour of Energy Efficient Household Appliances in Emerging Markets; Abstract; 6.1 Introduction
2.1 Business, Politics, Society and the Natural Environment: The "Foursome" that Needs to Work2.2 What Is Sustainable Development? and Who Actually Makes up This Foursome?; 2.3 John Elkington and the Triple Bottom Line (TBL)-Who Is Really Responsible for Addressing Sustainable Development?; 2.4 'Perception Politics': The Fourth and Fifth 'P'?; 2.5 Why Examine the Great Barrier Reef (GBR); 2.6 In Greater Detail: Policy Responses to the GBR-the Australian Liberal Party (Liberal-National Coalition, LNC); 2.7 Conclusion; References
3 CSR Management Strategies, Stakeholder Engagement and MNE Subsidiaries Efforts to Foster Sustainable DevelopmentAbstract; 3.1 Introduction and Background; 3.2 MNEs CSR Management Strategies; 3.3 Research Method; 3.4 Findings and Discussion; 3.4.1 Propensity to Adopt Successful Local CSR Programmes; 3.5 Limited Participation and Capacity Building of Local Subsidiaries; 3.6 Limited Partnership with Local Enterprises; 3.7 Inadequate Engagement of Stakeholders; 3.8 Conclusion; References; 4 CSR, Stakeholders and Complexity: Seeking Certainty in Decision-Making; Abstract
4.1 CSR and Increasing Awareness of Stakeholder Heterogeneity4.2 Stakeholder Heterogeneity, Power and Innovation; 4.3 New Technologies, New Processes and New Stakeholders; 4.4 CSR and Business Process in Complexity; 4.5 Stakeholder Involvement in Decision-Making; 4.6 Technology, Power, Control and Stakeholders; 4.7 The Contest for Control: Performativity and Data; 4.7.1 Organisational Tensions in Maintaining Control in Complexity; 4.7.2 Performativity Between Institutions and Society; 4.8 Decision-Making and Power: Big Data as a Response to Complexity; 4.9 Power, Control and Knowledge
4.10 ConclusionReferences; 5 Against Theory: Redefining Corporate Social Responsibility Using a Lacanian Perspective; Abstract; 5.1 Introduction; 5.2 Through the Looking Glass and What We Found There; 5.3 The Motivation of Managers; 5.4 A Freudian Analysis-the Drive for Individuation; 5.5 The Lacanian View-the Reassertion of the Individual; 5.6 Myth Creation and Corporate Reporting; 5.7 Conclusions; References; Developing Sustainability; 6 Determinants Which Influence Purchase Behaviour of Energy Efficient Household Appliances in Emerging Markets; Abstract; 6.1 Introduction