注釋

［1］例如,AllenKneeseandCharlesSchultze,Pollution,Prices,andPublicPolicy(Washington,D.C.:Brookings,1975);andRobertDorfmanandNancyDorfman,EconomicsoftheEnvironment(NewYork:W.W.Norton,1972)。

［2］RayAnderson,Mid-CourseCorrection(WhiteRiverJunction,VT:ChelseaGreen,1998).

［3］我并不是說在公司效益和社會(huì)績(jī)效方面不存在取舍。顯然，在某種情況下，“命令與控制”規(guī)章是唯一可行的解決之道。此外，有可能將外部性內(nèi)部化，甚至以推動(dòng)經(jīng)濟(jì)增長(zhǎng)的方式提供公共產(chǎn)品。問題是過去人們盲目堅(jiān)持基本上就不可能的“雙贏”信條。

［4］此處，我并不是想說“命令與控制”規(guī)章不是為重要目標(biāo)服務(wù)的。對(duì)落后者和犯罪者而言，沒有選擇。然而，對(duì)于那些試圖跳出這些規(guī)章束縛的公司而言，這些規(guī)章有時(shí)候捆住了它們的手腳并放慢了創(chuàng)新的速度。

［5］MiltonFriedman,“TheSocialResponsibilityofBusinessIstoIncreaseItsProfits,”TheNewYorkTimesMagazine13September(1970):32-33,122-126.

［6］謝謝杜邦公司保羅?特伯的精彩描述。

［7］的確，里根政府傾向于改革——或者最好將這些規(guī)則統(tǒng)統(tǒng)廢除。

［8］ClydePrestowitz,TradingPlaces(NewYork:BasicBooks,1988);BarryBluestoneandBennettHarrison,TheDeindustrializationofAmerica(NewYork:BasicBooks,1982);andIraMagazinerandRobertReich,MindingAmerica’sBusiness(NewYork:VintageBooks,1982).

［9］具有諷刺意味的是，質(zhì)量管理誕生于美國(guó)，但其在20世紀(jì)50年代被一些美國(guó)的公司所拒絕，這些公司通過高產(chǎn)量和標(biāo)準(zhǔn)化大生產(chǎn)獲取了巨額利潤(rùn)。然而，質(zhì)量管理的支持者戴明和克羅斯比卻在戰(zhàn)后日本公司的激烈競(jìng)爭(zhēng)中創(chuàng)立了“自愿采用制度”。

［10］參見，例如，MasakiImai,Kaizen:TheKeytoJapan sCompetitiveSuccess(NewYork:RandomHouse,1986)。

［11］突出的例子有BillShore,TheCathedralWithin(NewYork:RandomHouse,1999);andMarkAlbion,MakingaLife,MakingaLiving(NewYork:WarnerBooks,2000)。

［12］MichaelPorterandClaasvanderLinde,“GreenandCompetitive:EndingtheStalemate.”HarvardBusinessReview(September/October1995):120134;StuartHartandGautamAhuja,“DoesItPaytoBeGreen?AnEmpiricalExaminationoftheRelationshipBetweenEmissionReductionandFirmPerformance,”BusinessStrategyandtheEnvironment5(1996):30-37;MichaelRussoandPeterFouts,“AResource BasedPerspectiveonCorporateEnvironmentalPerformanceandProfitability,”AcademyofManagementJournal40(3)(1997):534-559;PetraChristmann,“Effectsof BestPractices ofEnvironmentalManagementonCostAdvantage:TheRoleofComplementaryAssets,”AcademyofManagementJournal43(4)(1998):663-680;andSanjaySharmaandHarrieVredenburg,“ProactiveCorporateEnvironmentalStrategyandtheDevelopmentofCompetitivelyValuableOrganizationalCapabilities.”StrategicManagementJournal19(1998):729-753.

［13］有關(guān)“綠色”對(duì)商機(jī)與戰(zhàn)略的作用和更深層的論述的內(nèi)容請(qǐng)?jiān)斠奆orestReinhardt,DowntoEarth(Cambridge,MA:HarvardBusinessSchoolPress,2000)。

［14］AMarcus,D.Geffen,andK.Sexton,ReinventingEnvironmentalRegulation:LessonsfromProjectXL(Washington,D.C.:ResourcesfortheFuture/JohnsHopkinsUniversityPress,2002).

［15］AndyKingandMichaelLenox,“ExploringtheLocusofProfitablePollutionReduction”ManagementScience47(2)(2002):289-299.

［16］NigelRoomeandMichaelHinnells,“EnvironmentalFactorsintheManagementofNewProductDevelopment,”BusinessStrategyandtheEnvironment2(1)(1993):12-27;UlrichSteger,“ManagerialIssuesinClosingtheLoop,”BusinessStrategyandtheEnvironment5(4)(1996):252-268.

［17］WilliamMcDonoughandMichaelBraungart,CradletoCradle(NewYork:NorthPointPress,20-02).

［18］FionaMurrayandRichardVietor,Xerox:DesignforEnvironment(Boston:HarvardBusinessSchoolPublishing,1993).

［19］PersonalcommunicationwithDaveBuzzelli,DowChemicalCompany,1996.

［20］PaulHawken,AmoryLovins,andHunterLovins,NaturalCapitalism(NewYork:Little,BrownandCompany,1999).

［21］WilliamMcDonoughandMichaelBraungart,CradletoCradle

［22］此處參考了“三重底線”的相關(guān)論述，請(qǐng)見JohnElkington,CannibalswithForks(GabriolaIsland,B.C.:NewSocietyPublishing,1998)。

［23］ErikSimanisandStuartHart,MonsantoCompany(A)and(B):QuestforSustainability(Washington,D.C.:WorldResourcesInstitute,2000).

［24］RobertShapiro,AddresstoGreenpeace’sAnnualConference,1999.

［25］此部分摘自StuartHartandSanjaySharma,“EngagingFringeStakeholdersforCompetitiveImagination,”AcademyofManagementExecutive18(1)(2004):718。

［26］RobertFosterandSarahKaplan,CreativeDestruction(NewYork:CurrencyBooks,2001).

［27］DavidKorten,WhenCorporationsRuletheWorld(WestHartford,CT:KumarianPress,1995).

［28］ChristopherGunn,Third SectorDevelopment(Ithaca,NY:CornellUniversityPress,2004).

［29］AnnFlorini,ed.,TheThirdForce:TheRiseofTransnationalCivilSociety(Washington,.DC.:CarnegieEndowmentforInternationalPeace,2000).

［30］HowardReingold,SmartMobs:TheNextSocialRevolution(Cambridge,MA:PerseusPublishing,2002).

［31］R.K.Mitchell,B.R.Agle,andD.Ｊ.Wood,“TowardaTheoryofStakeholderIdentificationandSalience:DefiningthePrincipleofWhoandWhatReallyCounts,”AcademyofManagementReview22(1997):853886.

［32］參見，例如，AnilGuptaandEleanorWestney,eds.,SmartGlobalization(SanFrancisco:Jossey Bass,20-03)。

［33］BrianEllison,DashaMoller,andMiguelAngelRodriguez,HindustanLever:ReinventingtheWheel(Barcelona,Spain:IESEBusinessSchool,20-03).