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Yale School of Forestry and Environmental Studies

Yale School of Management

Fall 2016 – v. 9-16-2016

CORPORATE ENVIRONMENTAL MANAGEMENT AND STRATEGY

FES 807a/MGT 688

Location and Time: Sage Hall 205 Prospect Street Room 24 Tue-Thur: 10 - 11:20am

Instructors: Marian Chertow (2-6197) marian.chertow@yale.edu

Office hours – Tuesday 2-3pm and by appointment

Ben Cashore 525 Kroon (2-3009) benjamin.cashore@yale.edu

Office hours: 2-3:30 pm on Wednesday or by appointment

Teaching Assistants: Ariel Russ (FES 2nd year) & Oscar Benjamin (FES/SOM 3rd year)

OVERVIEW

This survey course focuses on understanding the business and policy logic for making

environment and sustainability core elements of corporate management and strategy. Students

will be asked: 1) to analyze how and when environmental, energy, and other sustainability issues

can be translated into competitive advantage; and 2) to explore the extent to which corporate and

environmental performance can be achieved simultaneously. Strategic insights will draw both

from internal firm operational considerations, as well as from external choices concerning

stakeholder engagement, private governance, and public policy development. The course

combines lectures, discussions, case studies, and team projects to examine evolving requirements

for business success. It is limited to 40 students with preference given to graduate students and

the goal of having a class with diverse experiences, perspectives, and disciplinary backgrounds.

Building on cutting-edge thinking from management, political science, and organizational

studies, as well as corporate practice, the course explores a range of issues at different levels.

First, the course covers environmental management tools such as materiality assessment and Six

Sigma. Second, within the strategy realm, the course focuses on a variety of approaches to fold

sustainability thinking into current and future business planning and outcomes. Third, at the

inter-firm level, the course examines present and emerging policy issues, business model

innovations (such as the concept of “shared value”), and regulatory strategies of cross-firm

cooperation and competition. Finally, at the institutional level, the course asks how corporate

strategy might focus on building private governance institutions, and how to identify distinct

pathways through which private governance could have direct, and indirect, effects on achieving

sustainability outcomes. We encourage honest deliberations among students and faculty

concerning the extent to which corporate strategies can be unleashed to address enduring

problems, from those that are unlikely to have enduring impacts.

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ASSIGNMENTS

1. READINGS:

Most of the readings are available on Yale’s Canvas site http://canvas.yale.edu/ including articles

and book chapters. A few cases and articles may require payment not to exceed $25 in total.

Students are always expected to do the readings and come to class prepared to discuss them.

One book is required for the class:

Jeremy Moon, Corporate Social Responsibility: A Very Short Introduction, Oxford University

Press, 2015.

Books you may wish to purchase:

Daniel C. Esty and P.J. Simmons, The Green to Gold Business Playbook, Wiley Publishing,

2009.

Forest Reinhardt, Down to Earth, Applying Business Principles to Environmental Management,

Harvard University Press, 2000.

Tim Bartley, Sebastian Koos, Hiram Samel, Gustavo Setrini, and Nik Summers. Looking behind

the Label: Global Industries and the Conscientious Consumer, Indiana University Press, 2015.

2. EXERCISES AND CASES You are responsible for submitting a write-up of Exercise 1, which is based on the discussion

and reading related to Porter’s Five Forces on September 6. In addition, you will choose two

other write-ups selected from the three remaining exercise/case preparations. These are to be

submitted individually. Assignments are listed on P5 of this syllabus. For those weeks in which

you do not submit an exercise assignment, you are still expected to have read the material. All

assignments are to be submitted in the dropbox on Canvas by 11:59pm prior to the class in which

it is due. Additional cases and exercises are discussed and analyzed in class and do not require

advance preparation other than reading related materials.

3. STUDENT-DIRECTED DEBATES AND CASE DISCUSSIONS Each student will participate in one debate or case preparation team. Debate topics have been

chosen to raise difficult questions related to business and environment with no clear answer one

way or another. Debaters will be given a statement for which one team of 2 students will be

assigned the affirmative position, and the other team of 2 will be assigned the negative position.

Each team will research the topic and will be given five minutes in class to present its side,

followed by a two-minute rebuttal period, followed by six minutes for class comments. Case

leading teams of 4 people will choose 2-3 areas of focus, present these in six minutes, and spend

the remaining 14 minutes leading class discussion on these issues. (Teams may use up to five

slides, but are not required to do so. Reading directly from scripts is greatly discouraged.)

4. MIDTERM EXAM

The midterm exam will be in class. It will be used to allow you to synthesize concepts presented

in the first half of the semester.

5. TERM PROJECT

The term project requires that students work together in teams of four. Collectively, the projects

examine strategic dilemmas and opportunities that influence firms and industries. Teams will

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describe and assess the potential for a particular strategic consideration to affect both

competitive advantage and environmental sustainability challenges. The projects can be selected

along any one or more of the themes below:

1. Creating “shared value” between a company and its stakeholders

2. Sustainable business models at the base of the pyramid

3. Regulation driving competitive advantage

4. The “Sharing Economy”

5. The Circular Economy

6. Building CSR Institutions including:

i. Eco-labeling/private governance

ii. Multi-stakeholder initiatives

iii. Industry self-regulation

Each team should meet with TAs at least once per month and at least one time with the

professors before their final term project is presented and analysis submitted. Students are

responsible for setting up the meetings with the TAs. Students are encouraged to plan ahead and

devise project topics that relate to the above categories. Instructors may also supply some

specific topics as term projects. All topics need approval by the instructors. The final product

will take the form of a carefully prepared 20 slide power point (or equivalent) plus references. It

is also possible to submit 15- 20 page double spaced papers, memos, or analyses if groups prefer.

Models from the previous year will be made available on Canvas.

FINAL PROJECT DUE DATES

Action Due Date

Topics proposed by students are submitted for evaluation along with

those proposed by the instructional team

September 16th 5pm

Approved project topics are announced in class and posted to a

Google doc where students select their top three in priority order

from the topics list and submit.

September 20th 5pm

Students receive their final topic assignments from the instructors

via Canvas

September 23rd 5pm

Complete teams will have met and submitted a one-page statement

of how they plan to carry out the project including a preliminary

schedule and some references

September 30th 5pm

Draft presentation due November 15th 5 pm

In class oral presentations: 10 minutes for description and strategic

direction and 3 minutes Q and A.

November 29th and

December 1st

Final project submission December 12th 5pm

6. STUDENT EVALUATION - Grading is based on:

Class participation and mandatory field trip 5%

Three exercise preparations (10% each) 30%

Student-directed debates and case discussions 10%

Mid-term exam (in class write up) 25%

Term project 30%

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Laptops Down Policy - Given the importance of class participation and the distractions of

laptops in class, we have instituted a technology-free policy. This extends to Smart Phones, and

other PDAs. Should communication be urgent or unavoidable, please excuse yourself from class.

CLASS SESSION SUMMARY

Class Date Lecture Topic Led By Assignments Due in Addition

to Readings

1 9/1 Overview and Orientation to CEMS MC

2 9/6 Introduction to Competitive Analysis MC Begin Ex. 1

3 9/8 CSR Governance and Strategy BC

4 9/13 Internal Firm Environmental Mgmt. MC

Submit Ex.1 Five Forces

(due 9/12 11:59pm)

In-class ex.: Lean Six Sigma

5 9/15 Is CSR appropriate for profit

maximizing firms? BC

Debate/Case 1: Volkswagen &

Dongfeng Cummins

6 9/20 Creating Shared Value and CSR MC/BC Approved term project topics

announced

7 9/22 Bridging Internal and External MC Debate/Case 2:

Materiality & Reporting (3M)

8 9/27 Organizations, Institutions, and

Corporate Strategy BC

Debate/Case 3: “Sacrificing

Profits is an Appropriate form

of CSR.”

9 9/29 Non-State Actors, Certification &

Strategic Pathways BC

Debate/Case 4:

Did Strategies Succeed in

Institutionalizing the FSC?

10 10/4 Supply Chain and Logistics MC/BC Submit Ex. 2 Toys in China

(due 10/3 11:59pm)

11 10/6 Greening Supply Chain and Reverse

Logistics MC

Debate/Case 5: Reverse

Logistics (Whirlpool)

12 10/11 Business Access to Natural Resources

and Ecosystem Services BC

Debate/Case 6: Valuing

ecosystem services

undermines ecosystem

management.

13 10/13 Midterm Exam

14 10/18 Sustainable Business Models and Base

of the Pyramid

Submit Ex. 3 Patrimonio Hoy

(due 10/17 11:59pm)

15 10/25 Strategic Approaches 1: Contrasting

Differentiation and Cost Saving MC

Debate/Case 7: Cost reduction

(including environmental cost

reduction) has already

happened if it saves money to

the firm.

16 10/27 Strategic Approaches 2: Regulation

and Self-Regulation BC

Debate/Case 8: Environmental

regulation advantages big

business over small business.

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17 11/1 Strategic Approaches 3: Defining and

Modeling Environmental Risk TBA

Debate/Case 9: Environmental

management has historically

focused too much on risk.

18 11/3 Strategic Approaches 4: Redefining

Markets and Intangible Value MC

11/4 FRIDAY – Field trip (Mandatory)

19 11/8 Trade and Environment BC

Debate/ Case 10: Sharing

Economy is just another firm

of consumerism.

Submit Ex. 4 Palm Oil

(due 10/17 11:59pm)

20 11/10 Marketing and Greenwashing MC,TM

21 11/15 Behavioral Sustainability TM Draft term project slides due

22 11/17 Business Use of Lifecycle Assessment GE

Staff

23 11/29 Student Group Presentations

24 12/1 Student Group Presentations

25 12/6 Business Strategy and Climate Change DE

26 12/8 Resource Productivity and Strategy/

Wrap –up and Evaluation MC

EXERCISES

Prepare Exercise 1 (required) and two other exercises from the following list of four.

Instructions for each exercise will be posted on the course website. All exercises are to be

submitted via Canvas dropbox by 11:59pm the night before their due date.

Due date Exercise

9/13 Exercise 1: Five Forces – REQUIRED EXERCISE

Students have two different assignments for the first exercise: one set if you have

little or no exposure to five forces and business strategy for which there is a

straightforward case. The other set is if you have a strong business background

and/or are an SOM student. Cases and questions for each are posted on the

Canvas server.

10/3 Exercise 2: SOM “Raw” Case - Toys in China

This exercise provides some practice with internal firm costing for key

companies in the global toy industry. It focuses on Mattel which produces

virtually all of its toys outside of the United States in low wage countries and

examines why this is so. The exercise examines outsourcing of toy

manufacturing, particularly in China and Mexico, in quantitative monetary and

greenhouse gas terms as well as additional qualitative considerations among key

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players. SOM “Raw” Cases involve use of the internet rather than a particular

case document.

10/18 Exercise 3: Global Lens Case – Patrimonio Hoy

Assess how a successful large cement company tried to create a space for poor

consumers who build their own homes with differently conceived building

materials.

11/8 Exercise 4: Palm Oil in Indonesia.

Review both SOM raw case and FES case. This exercise explores the role of Sino

Mar, and its interactions with the Tropical Forest Trust and Greenpeace. What is

the strategic advantage for companies like Golden Agri Resources to support the

“The Indonesian Palm Oil Pledge (IPOP).”

COURSE READINGS

September 1: Overview and Orientation to CEMS - (MC)

Readings: GOOD INTRODUCTION. Esty, D. and & A. Winston, Wiley Publishing,

2008, Intro and Chapter 1 (pp.1-30).

FOOD FOR THOUGHT: Steffen, W., Richardson, K., Rockström,

J., Cornell, S.E., Fetzer, I., Bennett, E.M., Biggs, R., Carpenter, S.R., de

Vries, W., de Wit, C.A.,Folke, C., Gerten, D., Heinke, J., Mace,

G.M., Persson, L.M., Ramanathan, V., Reyers, B. and Sörlin,

S., 2015. Planetary boundaries: guiding human development on a

changing planet. Science 347, 736–746.

CLASSIC: Schmidheiny, S. 1992. The Business of Sustainable

Development. Ch. 1 in Changing Course. Cambridge, Mass: MIT Press.

CLASSIC: Porter, M.E. and Van der Linde, C. 1995. Green and

Competitive: Ending the Stalemate. Harvard Business Review 73(5):120-

34.

September 6: Introduction to Competitive Analysis – (MC)

Readings: Porter, M. 2008. The five competitive forces that shape strategy. Harvard

Business Review, 86(1), 78-93.

Brandenburger, A. and Nalebuff, B. 1997. Chapters 1-3. In Co-opetition:

A Revolutionary Mindset That Combines Competition and Cooperation.

Currency Doubleday.

September 8: CSR Governance and Strategy (BC)

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Graeme Auld, Steven Bernstein and Benjamin Cashore G., 2008. "The

New Corporate Social Responsibility." The Annual Review of

Environment and Resources 33(1): 413-435.

September 13: Internal Firm Environmental Management –Tools and Decision-

making (MC)

Readings: Hawkins, D., and J. Cohen. 2004. Introduction to Cost Accounting

Systems (TN). Harvard Business School Case 9105039.

US EPA, 2009. The Environmental Professional’s Guide to Lean & Six

Sigma Chapters 1-4, pp. 1-40.

https://www.epa.gov/sites/production/files/2013-10/documents/enviro-prof-guide-six-sigma.pdf

Esty and Simmons, Green to Gold Business Playbook, Ch. 4, pp. 36-57.

In class exercise: Jacksonville, Florida Wastewater Treatment Plant

Exercise 1: Five Forces (due 9/13)

September 15: Is CSR Appropriate for Profit Maximizing Firms? (BC)

Readings: Moon, J. 2015. Corporate Social Responsibility: A Very Short

Introduction, Oxford University Press, 2015 (entire book).

Andrew Crane, Dirk Matten and Laura Spence (eds), 2013. Corporate

Social Responsibility: Readings and Cases in a Global Context. Routledge

2nd Edition, Chapters 1 and 2 and chapter, the case against CSR.

Benjamin Cashore, 2002. “Legitimacy and the Privatization of

Environmental Governance: How Non State Market-Driven (NSMD)

Governance Systems Gain Rule Making Authority”. Governance: An

International Journal of Policy and Administration, 15(4): 503-529.

Debate/Case #1: Volkswagen & Dongfeng Cummins (readings TBA)

September 20 Creating Shared Value and CSR (MC, BC)

Readings: Porter, M. and M. Kramer. 2011. Creating shared value. Harvard Business

Review; 89(1-2): 62-77.

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Reinhardt, F. and R. Stavins. 2010. Corporate Social Responsibility,

Business Strategy, and the Environment. Oxford Review of Economic

Policy: 26(2): 164-181.

Recommended: Hules, Magdalena and Xie, Peng, 2015. From Corporate Social

Responsibility to Creating Shared Value. A Case Study from Tetra Pak in

Sweden https://lup.lub.lu.se/student-papers/search/publication/5468179

(Student paper)

September 22: Bridging Internal and External Performance Measurement and

Materiality – (MC)

Readings: Koehler, D.A. and E. Hespenheide. 2014. How materiality drives

improved sustainability reporting. Greenbiz.com.

https://www.greenbiz.com/blog/2014/01/28/materiality-drives-

sustainability-reporting

Delmas, M. and V. D. Blass. 2010. Measuring corporate environmental

performance: the trade‐offs of sustainability ratings. Business Strategy and

the Environment 19(4): 245-260.

In class exercise: Sustainability Materiality Assessment at J&J (2 page document)

Debate/Case #2: Materiality & Reporting (3M)

Readings:

WBCSD (2015) Reporting Matters: redefining performance and disclosure

(pg 18- 19) http://wbcsdpublications.org/project/reporting-matters-2015/

Chia-Wei Hsu et al (2013) Materiality analysis model in sustainability

reporting: a case study at Lite-On Technology Corporation. Journal of

Cleaner Production, 57, 142-151

September 27 Organizations, Institutions, and Corporate Strategy (BC)

Readings: Andreas Rasche, Frank G. A. de Bakker & Jeremy Moon, 2013.

“Complete and Partial Organizing for Corporate Social Responsibility”

Journal of Business Ethics 115(4).

Howard-Grenville, J. and S. Bertels, 2011. Organizational Culture and

Environmental Action. Chapter 11 in P. Bansal and A. Hoffman, eds. The

Oxford Handbook of Business and the Natural Environment. Oxford:

Oxford University Press.

Delmas, M. A. and S. Pekovic. 2013. Environmental standards and labor

productivity: Understanding the mechanisms that sustain sustainability.

Journal of Organizational Behavior 34(2): 230-252.

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Recommended: (Background Classics to Skim)

DiMaggio, P. J. and W. W. Powell 1991. Introduction. The New

Institutionalism in Organizational Analysis. W. W. P. a. P. J. DiMaggio.

Chicago, The University of Chicago Press: 1-40.

Oliver, C. 1991. "Strategic Responses to Institutional Processes."

Management Review 16(1): 145-179.

Debate/Case #3: “Sacrificing Profits is an Appropriate form of CSR”

September 29 Non-State Actors, Certification & Strategic Pathways (BC)

Readings: Cashore, Benjamin. Cross-Sector Partnerships for NSMD Global

Governance: Change Pathways & Strategic Implications. Annual Review

of Social Partnerships, Forthcoming.

Benjamin Cashore, 2015. “How to Design Effective Non-State Market

Driven Certification Systems to Foster Social and Environmental

Stewardship”, Policy brief, Scholars Strategy Network, November 2015.

Debate/Case #4: Did Strategists Succeed in Institutionalizing the FSC?

Background readings for in-class case:

Graeme Auld and Benjamin Cashore, “Appendix F, Forestry Review” in

Steering Committee of the State-of-Knowledge Assessment of Standards

and Certification Toward Sustainability: The Roles and Limitations of

Certification (Washington, DC: Resolve) 2012

Claudia Romero Francis E. Putz Manuel R. Guariguata Erin O. Sills Paolo

O. Cerutti Guillaume Lescuyer. 2013. An overview of current knowledge

about the impacts of forest management certification: A proposed

framework for its evaluation. Download at:

http://www.cifor.org/library/4188/an-overview-of-current-knowledge-

about-the-impacts-of-forest-management-certification-a-proposed-

framework-for-its-evaluation/

October 4 Supply Chain and Logistics MC/BC

Eberlein, B., et al. (2013). "Transnational business governance

interactions: Conceptualization and framework for analysis." Regulation

& Governance: 1--22.

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Klassen, R. D. and S. Vachon. 2012. Greener supply chain management.

In The Oxford Handbook of Business and the Natural Environment.

Oxford University Press

Palevich, Robert. 2012, "The Lean Sustainable Supply Chain: How to

Create a Green Infrastructure with Lean Technologies". FT Press, 2012.

Available online at http://ptgmedia.pearsoncmg.com/images/9780132837613/samplep

ages/0132837617.pdf Chapter 1 Lean and Sustainable Technologies

Exercise 2 due: Yale SOM - Toys in China.

October 6 Greening Supply Chain and Reverse Logistics

Readings: Souza, G. C. 2013. Closed‐Loop supply chains: A critical review, and

future research. Decision Sciences 44(1): 7-38

Lee, C.K.M. and Lam, J.S.L. 2012. Managing reverse logistics to enhance

sustainability of industrial marketing, Industrial Marketing Management,

41, 589-598

Hanlon, P. (2013) One More Time: Medical Device Recycling is Good

Business, available at RT Magazine, September 13th 2013.

http://www.rtmagazine.com/2013/09/one-more-time-medical-device-

recycling/

Debate/ Case #5: Reverse Logistics (Whirlpool)

October 11 Business Access to Natural Resources and Ecosystem Services (BC)

Readings: Costanza, R, et al. (1997) The value of the world’s ecosystem services and

natural capital.

http://www.esd.ornl.gov/benefits_conference/nature_paper.pdf

Debate/Case #6: Valuing ecosystem services undermines ecosystem management.

October 13 Midterm Exam in class

October 18 Sustainable Business Model Innovation & Base of the Pyramid (MC)

Readings: Traditional business model framework:

http://www.businessmodelgeneration.com/canvas.

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Teece, D. 2010. Business models, business strategy and innovation, Long

Range Planning, 43:172-194.

Casado C.F. and S.Hart. 2015. Base of the Pyramid 3.0: Sustainable

Development Through Innovation and Entrepreneurship. Greenleaf

Publishing: Sheffield, U.K Introduction and Ch. 12 pp 1-10 and 190-201.

Michelini, L. 2012. Social Innovation and New Business Models:

Creating Shared Value in Low Income Markets. Springer-Verlag Berlin

Heidelberg. Chapter 1 pp. 1-16.

Recommended: Bocken, N.M.P. et al (2014) A literature and practice review to develop

sustainable business model archetypes. Journal of Cleaner Production, 65,

42-65.

Exercise 3 due: Patrimonio Hoy

October 25 Strategic Approaches 1: Contrasting Differentiation and Cost Saving

Readings: Reinhardt, F. 1998.Environmental product differentiation: Implications for

corporate strategy. California Management Review. 40(4): 43-73.

Sexton, S. E. and A. L. Sexton. 2014. Conspicuous conservation: The

Prius halo and willingness to pay for environmental bona fides. Journal of

Environmental Economics and Management 67(3): 303-317.

Debate/Case #7: Cost reduction (including environmental cost reduction) has already

happened if it saves money to the firm.

October 27 Strategic Approaches 2: Regulation and Self-Regulation (BC)

Readings: Oster, S. 1982. The strategic use of regulatory investment by industry sub-

groups. Economic Inquiry 20(4):604-18.

Vogel, D. 2010. The Private Regulation of Global Corporate Conduct:

Achievements and Limitations. Business & Society 49(1): 68-87.

Dauvergne, P. and J. Lister. 2012. Big brand sustainability: Governance

prospects and environmental limits. Global Environmental Change 22(1):

36-45.

Debate/ Case 8: Environmental regulation advantages big businesses over small

businesses.

November 1 Strategic Approaches 3: Defining and Modeling Environmental Risk

(TBA)

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Reinhardt, Forest, 2000. Chapter 6 (pp. 131-177)

Hanson, C., J. Ranganathan, C. Iceland, and J. Finisdore. 2012., The

Corporate Ecosystem Services Review: Guidelines for Identifying

Business Risks and Opportunities Arising from Ecosystem Change.

Version 2.0., Washington, DC: World Resources Institute Resource

Revolution: Tracking Global Commodity Markets.

[Required through pp.10 and scan through the rest of the document]

Yilmaz, A.K. and Flouris, T. 2010. Managing corporate sustainability:

Risk management process based perspective

http://www.academicjournals.org/article/article1380703008_Yilmaz%20a

nd%20Flouris.pdf

Debate/ Case #9: Environmental management has historically focused too much on risk.

November 3 Strategic Approaches 4: Redefining Markets and Intangible Value

(MC)

Readings: Short, S., Bocken,N., Barlow,C. and M. Chertow, 2014. From Refining

Sugar to Growing Tomatoes: Industrial Ecology and Business Model

Evolution. Journal of Industrial Ecology. 18(5):603-618.

Firnkorn, J. and M. Müller. 2012. Selling Mobility instead of Cars: New

business strategies of automakers and the impact on private vehicle

holding. Business Strategy and the Environment 21(4): 264-280.

Freidman, L.T. 2013. Welcome to the Sharing Economy. The New York

Times, July 20.

Adams, M. (2015) Intangibles and Sustainability: Holistic Approaches to

Measuring and Managing Value Creation. Journal of Applied Corporate

Finance, 27(2): 87-94.

November 4: Friday Field Trip - ASSA ABLOY, New Haven (Mandatory

attendance) 110 Sargent Dr, New Haven

November 8 Trade and Environment (BC)

Readings: CLASSIC: Vogel, D. (1997). "Trading up and governing across:

transnational governance and environmental protection." Journal of

European Public Policy 4(4): 556 - 571.

Benjamin Cashore and Michael Stone, “Does California Need Delaware?

Explaining Indonesian, Chinese, and United States Support for Legality

Compliance of Internationally Traded Products”, Regulation and

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Governance 2014

Debate/ Case 10: Sharing Economy is just another firm of consumerism.

November 10: Marketing and Greenwashing (MC/TM)

Makov, T. and G. E. Newman. 2016a. Economic gains stimulate negative

evaluations of corporate sustainability initiatives. Nature Climate Change

6(9): 844-846 http://www.nature.com/nclimate/journal/v6/n9/full/nclimate3

033.html

Delmas, M. A. and V. C. Burbano. 2011. The drivers of greenwashing.

California Management Review 54(1):64-87.

Newman, G. E., M. Gorlin, and R. Dhar. 2014. When Going Green

Backfires: How Firm Intentions Shape the Evaluation of Socially

Beneficial Product Enhancements. Journal of Consumer Research 41(3):

823-839.

November 15: Behavioral Sustainability (TM)

Readings: Csutora, M. 2012. One More Awareness Gap? The Behavior–Impact Gap

Problem. Journal of Consumer Policy 35(1): 145-163.

Sunstein, C. R. and L. A. Reisch. 2014. Automatically green: Behavioral

economics and environmental protection. Harvard Environmental Law

Review. 38: 127.

Luchs, M. G., R. W. Naylor, J. R. Irwin, and R. Raghunathan. 2010. The

sustainability liability: potential negative effects of ethicality on product

preference. Journal of Marketing 74(5): 18-31.

Recommended: Akenji, L. 2014. Consumer scapegoatism and limits to green

consumerism. Journal of Cleaner Production 63: 13-23

Draft term project slides due

November 17 Resource Productivity and Business Use of Lifecycle Assessment

(MC/Bill Flanagan from GE)

September 16, 2016 14

Readings: Heck, S., M. Rogers, and P. Carroll. 2014. Intro and Chapter 1 in Resource

Revolution: How to Capture the Biggest Business Opportunity in a

Century. Houghton Mifflin Harcourt.

November 29: Student Group Presentations

TBD: a piece on stakeholder engagement from management literature

December 1 Student Group Presentations

December 6: Business Strategy and Climate Change (Dan Esty)

Readings: International Finance Corporation. 2010. Climate risk and financial

institutions: Challenges and opportunities. Available at:

http://www.ifc.org/wps/wcm/connect/ed21d4804a830d65860bff551f5e60

6b/ClimateRisk_FinancialInstitutions.pdf?MOD=AJPERES

Carbon Disclosure Project, “Integrating Climate Change into Business

Strategy” (CDP Benelux 150 Climate Change

Report): https://www.cdp.net/CDPResults/CDP-Benelux-150-Report-

2012.pdf

William Nordhaus, “A New Solution: the Climate Club,” New York

Review of Books (June

4,2015): http://www.nybooks.com/articles/2015/06/04/new-solution-

climate-club/

Daniel C. Esty, “Regearing the Global Response to Climate Change: 5

Past Mistakes the 2015 Paris Agreement Needs to Fix,” Huffington

Post (December 9, 2015) http://www.huffingtonpost.com/daniel-c-

esty/regearing-the-global-resp_b_8764990.html

Jonas Meckling, Nina Kelsey, Eric Biber, John Zysman, “Winning

coalitions for climate policy: Green industrial policy builds support for

carbon regulation: Science Sept 11, 2015

Richard Valmanis and Grant Smith, “U.S. companies tout climate policies,

fund climate skeptics.” Sept. 6, 2016. http://www.reuters.com/article/us-

usa-election-climate-donations-idUSKCN11C0ED

December 8: Resource Productivity and Strategy/Wrap –up and Evaluation (MC)

September 16, 2016 15

Term Project final report due December 14 via Canvas.