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Chris O’Riordan

(1994) and Wicks (1995) , the presence of self-interest does not mean that people lack altruistic motives in the same way that being altruistic does not entail merely doing the bidding of others with no regard for one’s own preferences and benefit. Rather, as Maier and Shibles (2011: 241) suggest, some balance is needed because ‘positive altruism and positive egoism are always desirable’. This suggests that a strict view of altruism is difficult to sustain in modern practice ( Wicks, 1995 ) and can even be harmful ( Maitland, 2002 ). It may be that some form of

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Graham E. Heaslip and Elizabeth Barber

response stage is only the beginning of the situation. The safety, protection and health of the living; the rehabilitation and reconstruction of the aftermath and sustaining the security, continuity of the reconstruction and development of the region means that there are a number of different logistical phases involved in humanitarian logistics. Current supply chain theory: comparison of commercial, military and humanitarian The literature frequently highlights that commonalities exist between humanitarian and military supply chain, such as: both have dynamic and

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Jūratė Kuklytė and Jolita Vveinhardt

Paradigms of Sustainable Social Change, edited by A. Nicholls. Oxford, GB: Oxford University Press. 8. Bengo, I., Arena, M., Azzone, G., Calderini, M. (2015). Indicators and Metrics for Social Business: A Review of Current Approaches // Journal of Social Entrepreneurship. Vol. 7, Issue 1, p. 1-24. doi: 10.1080/19420676.2015.1049286. 9. Boons, F., Ludeke-Freund, F. (2013). Business Models of Sustainable Innovation: State-Of- The-Art and Steps towards a Research Agenda // Journal of Cleaner Production. Vol. 45, p. 9-19. doi: 10.1016/j

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Jolita Čeičytė and Monika Petraitė

.1108/13581981211218289. 3. Beck, U. (1992). Risk Society: Towards a New Modernity. - Sage. 4. Berkhout, F. (2014). Sustainable Innovation Management. Innovation and Sustainability // In The Oxford Handbook of Innovation Management, ed. M. Dodgson, D. M. Gann, N. Phillips. - Oxford: University Press, p. 290–315. 5. Biggiero, L. (2001). Self-organizing Processes in Building Entrepreneurial Networks: A Theoretical and Empirical Investigation // Human Systems Management, Vol. 20, No. 3, p. 209–222. 6. Blok, V., Hoffmans, L., Wubben, E. F. M. (2015). Stakeholder Engagement

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Peter Robbins

edited by Bekkers, Edelenbos and Stejn addresses a gap in our literature and makes a significant contribution to setting a new research agenda for scholars interested in innovation. The story starts in Lisbon in 2000 when the EU agreed the Lisbon Strategy (also called the Lisbon Agenda). Its aim is to make the EU ‘the most dynamic and competitive knowledge based economy in the world capable of sustainable economic growth with more and better jobs and greater social cohesion and respect for the environment by 2010.’ (European Union, 2000). Underpinning this vision

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Christine Cross and Michelle O’Sullivan

employee engagement, to name a few. This special issue facilitates a conversation about how organisations are managing the 21st century challenges in the context of a complex and interconnected global environment, as well as how managers can lead their organisations towards new advantageous realities and a sustainable future. Globalisation, migration, technological change, financialisation, political uncertainty, and the recent economic and financial crises are some of the issues that both practitioners and academia have had to respond and adapt to. As we confront

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Shuo Wang and Yuhui Gao

have attracted the attention of CSR practitioners and scholars. These include studies that suggest that CSR activities provide an insurancelike protection when negative events occur ( Godfrey et al., 2009 ); that CSR activities influence not only the growth of sales, but also employment ( Carmeli, 2005 ) and investment ( Sen et al., 2006 ); and that firms with higher CSR ratings may have a sustainable competitive advantage in terms of human capital because they attract more and better potential employees than firms with lower CSR ratings ( Hunt et al., 1989 ; Turban

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Graham Heaslip, Robert Galavan and Anne Sigismund Huff

( Mintzberg, 2004 ). Most business schools are on their way to reconsider the aims and role of international management education. Many of them are currently redesigning at least specific courses within their programs and placing a stronger focus on the international, ethical, and sustainability dimensions of business education. Against this backdrop, this editorial aspires to bridge the gap between research and practice. Therefore, in addition to introducing the articles that are part of the special topic forum, we aspire to provide a better understanding of the concept

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Lucy Fallon-Byrne and Brian Harney

Introduction The issue of how to foster creativity and innovation in a systematic, dynamic and sustainable manner remains a perennial challenge for organisations ( Anderson et al., 2014 ). Understanding of innovation has undoubtedly been advanced by dynamic capabilities theory as this has directed attention to the processes of future resource-creation, concentrating on how to create new resources and renew existing resources in line with changes in the environment ( Bowman and Ambrosini, 2003 ; Teece et al., 1997 ). Yet while the significance of dynamic

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Book Review on HR from the Outside In: Six Competencies for the Future of Human Resources

Dave Ulrich, Jon Younger, Wayne Brockbank and Mike Ulrich New York: McGraw Hill, 2012

Sarah Kieran

of organisational change should match the pace of change on the outside. The shift in this competency from previous research centres on HRM’s need to sustain change rather than just supporting its initiation. Though much of this chapter merely synopsises the broader change literature, the authors bring some focus to the individual, initiative and organisational levels of change. At an initiative level the common change approaches are merely listed alongside the acknowledgement that bridging the ‘know-do gap’ is HRM’s greatest challenge. The greatest value-add of