Download 2052: scenari globali per i prossimi quarant’anni by Jorgen Randers, G. Bologna PDF

By Jorgen Randers, G. Bologna

1972: su incarico del membership di Roma, un gruppo di studiosi dell’MIT pubblica I Limiti dello sviluppo, che prefigura gli effetti della crescita della popolazione, dei consumi e dell’inquinamento su un pianeta fisicamente limitato. Dopo decenni di critiche feroci, ormai si ammette che le conclusioni di quello studio erano corrette.

2012: Jorgen Randers, uno dei coautori di I limiti dello sviluppo, fa il punto su quanto è successo e prova a delineare il futuro globale da qui al 2052. Vivremo sempre più nelle città, saremo più connessi e creativi, e dovremo trovare nuovi modi in keeping with gestire le tensioni dovute alle diseguaglianze crescenti. Probabilmente los angeles popolazione non crescerà quanto previsto, con una riduzione degli impatti sulla biosfera, ma le rinnovabili non riusciranno a rimpiazzare i combustibili fossili in pace in line with eliminare del tutto los angeles possibilità di un riscaldamento climatico catastrofico... Nessun settore è escluso, e Randers ci mette a disposizione una guida in keeping with interpretare e gestire le turbolenze dei prossimi quarant’anni.

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Extra info for 2052: scenari globali per i prossimi quarant’anni

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According to a report of the European Commission, CSR is directly related to dimensions such as ‘quality employment, lifelong learning, information, consultation and participation of workers, equal opportunities, integration of people with disabilities and anticipation of industrial change and restructuring’. -P. Gond et al. Commission is indeed promoting initiatives building on CSR to help prevent the social and societal consequences of restructuring, a practice directly related to employee management.

Freeman provides an answer by considering that the responsibility of the corporation has to be assumed towards ‘groups or individuals that could affect or be affected by the pursuit of corporate objectives’. These groups could be employees, managers or suppliers, but also the neighbours of a plant or NGOs. -P. Gond et al. levels of principles, processes and outcomes with the whole range of corporate stakeholders. Practically, the three levels can be used as a managerial heuristic to classify the various facets of CSR and these dimensions can be assessed for the main stakeholders of the corporations, such as customers, employees, shareholders, the natural environment and the community.

Such a perspective invites fi rms to investigate CSR issues that are of interest for employees. g. impact of the company on the natural environment, company’s behaviour with respect to child labour in developing countries). CSR–CFP behavioural model 39 However, more data collection inside companies is needed to assess employees’ interests in terms of CSR, as well as the way they want companies to act with respect to those issues. Further research will have to investigate employees’ perceptions of their organization’s CSR.

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