Page 6 à 7 : Aline Scouarnec - Editorial | Page 13 à 33 : Vincent Cristallini, Françoise Goter-Grivot - Modernisation du management dans un établissement d'accueil pour personnes handicapées | Page 34 à 53 : Alexandre Lapeyre, Annie Bonnefont - Quelles sont les évocations du développement durable ? Une approche par la technique projective du collage | Page 54 à 74 : Stéphane Fauvy, Nicolas Arnaud - Un outil de GTEC : la mise en place d'une charte de l'emploi saisonnier dans le secteur du végétal spécialisé. Le cas des rosiéristes du Douessin | Page 75 à 93 : Romain Gandia, Elodie Gardet - Sources de dépendance et stratégies pour innover. Une application aux studios de jeu vidéo français | Page 94 à 99 : Erick Leroux - Introduction | Page 100 à 113 : Nathalie Fabry, Sylvain Zeghni, Jean-Pierre Martinetti - L'innovation soutenable dans le tourisme : le cas de la Cité Européenne de la Culture et du Tourisme Durable (CECTD) | Page 114 à 133 : Marielle Salvador-Perignon - Tourisme culinaire et valorisation des produits artisanaux : vers un tourisme durable | Page 134 à 153 : Antoine Marsac, Anne-Marie Lebrun, Patrick Bouchet - Tourisme durable et expériences touristiques : un dilemme. Proposition d'un dispositif d'analyse appliqué à l'itinérance en milieu rural | Page 154 à 168 : Soumaya Hergli, Jean-Michel Sahut, Frédéric Teulon - Politiques et stratégies de développement durable dans le secteur hôtelier : le cas d'ACCOR.

At Greif, a leading manufacturer of industrial packaging, a sustainability agenda has become central to the company’s overall business operations and strategy. Image courtesy of Greif. What connects corporate sustainability with business profits? According to our 2012 global executive survey on sustainability, an important factor is business model innovation. Managers who say that their company’s [...]

In this article, we discuss how the human resource development (HRD) function can support corporate sustainability strategy by designing and implementing leadership development programs incorporating international service learning assignments. We describe “Project Ulysses,” an integrated service learning program that involves sending participants in teams to developing countries to work in cross-sector partnerships with nongovernmental organizations (NGOs) and social entrepreneurs, supporting them in their fight against pressing global problems. We present the findings of a narrative analysis of learning stories produced by Ulysses participants. Understanding how participants make sense of, and learn from, their experiences abroad provides us with insights into how service learning programs can help managers to develop the knowledge, skills, and mind-set that will enable them to successfully support a company's global sustainability and corporate social responsibility (CSR) efforts. We conclude by discussing the implications for leadership development, specifically how organizations can incorporate a responsibility and sustainability focus in their management development programs.

Research to date has identified CEO pay structure as an important factor in the environmental and social performance of the organization but has not considered how pay may influence these sustainability efforts at the middle-management level. We address this void with an experimental manipulation of direct and indirect pay incentives for an environmental sustainability project and production cost savings project. Counter to our predictions, investment in sustainability versus cost savings is significantly lower when incentives for both projects are equivalent, and investment is only comparable when incentives for the sustainability project are superior. Further investigation using qualitative data attributes this to differences in the salient social norms that individuals hold and an apparent undervaluing of the indirect incentive derived through sustainability's contribution to cost savings. The results shed light on primary ways in which human resource management practices may be used to embed support for sustainability initiatives throughout the organization.