中小企业可持续和价值创造的战略发展工商管理毕业论文英文文献翻译

中小企业可持续和价值创造的战略发展工商管理毕业论文英文文献翻译内容摘要：

‗‗rebound effect‘‘ [5], humanity‘s ecological demands already exceed what nature can supply [6]. This ‗‗ecological overshoot‘‘ means that we are depleting the stock of natural environmental capital rather than ‗‗living off the interest‘‘ [6]. In spite of limits to growth, just as is true for all living anisms, business enterprises need to grow at least enough to keep pace with the economy, but defining growth and the ways and means of ‗‗growth‘‘ need to change [7]. Sustainable enterprise resilience is the ‗‗capacity for an enterprise to survive, adapt, and grow in the face of turbulent change,‘‘ and at the same time, ‗‗to increase shareholder value without increasing material throughput‘‘ [5]. Sustainable enterprise resilience within the framework of industrial ecology creates multiple business opportunities through green technologies, reduction of raw material and energy use, and ‗‗discovering 13 innovative pathways for recovery and reuse of waste streams in place of virgin resources‘‘ [5]. This redefines growth in a more sustainable context, a context that is not foreign to SMEs, who have been operating for centuries within the context of limited local markets, and adapting to those conditions successfully [8]. The strategy of a sustainable enterprise has been defined as ‗‗the process of aligning an enterprise with the business environment to maintain a dynamic balance‘‘ [9]. By adding a sustainability lens within the framework of SME strategic planning, SME development seeks to balance resilience and growth so as to align the creation of abundance: economically, environmentally, and socially, and to conserve that value for future generations [10]. Integrating sustainability into their petitive strategy, and thereby obtaining greater profitability for SMEs through adoption of intentional sustainable strategies, can help them to optimize their rate of sustainable change. ‗‗It is being apparent that voluntary, incremental environmental improvements by individual panies will be inadequate to significantly offset the growth of the global economy, and that the rapid growth of China, India, and other Asian economies will likely exacerbate this problem‘‘ [5]. Sustainability strategies create many synergistic effects for SMEs working collaboratively, as well as systemic benefits for the mons. After setting forth the business case for sustainable SMEs, and considering SMEs sustainability advantages in contrast to MNEs, this paper discusses several different scenarios for SMEs to optimize and use sustainability to create petitive advantages rather than simply focusing on reducing unsustainability [5]:  bee valuable sustainable investment targets for larger firms。  create worked SMEs in sustainable market spaces where MNEs are less successful。  bee sustainable suppliers in global supply chains. Through this exploration, there is a critical underlying question, which will require fuller investigations。 which of these scenarios, or binations of scenarios, can provide the best alignment for SMEs with the principles of industrial ecology, 14 enterprise resilience, and global sustainability? 2. Why do SMEs need to articulate and use SD business plans for integrating factors of globalization within social and ecological limits to growth? Ignoring the possibilities offered by sustainability can produce an artificially narrow vision, with even small firms being constrained as they attempt to operate in a global marketplace, if an expanding vision of sustainability is not included in planning and benchmarking performance [11,12]. SMEs have a vital role to play in managing limited global environmental and social resources. A broad, multidimensional, multistakeholder perspective that is formed based on emerging ideas and trends should be the basis of a system approach towards an intentional, proactive situational analysis. A thoughtful, situational analysis, as the basis for developing enterprise strategy, must incorporate new global stakeholders and should not be stagnant or reactionary [13]. Such analyses can culminate in development of scenarios leading to sound strategic plans, based on foreshortened learning cycles that benefit from the time and efforts spent in the planning process [14]. Recognition of the use of sustainability to promote expeditious planning dialogues to create petitive advantages are described by Senge et al. [15]: People creating together work in different ways. They are anchored in the future rather than in the past, drawn forward by images of what they truly want to see exist in the world. They learn how to work with a distinctive source of energy that animates the creative process, the creative tension that exists whenever a genuine vision exists in concert with people telling the truth about what exists now. They learn how to let go of having to have everything worked out in advance and to step forth with boldness into immense uncertainty. The anizations that truly lead in the profound (sustainable) changes starting now to unfold around the world, who do not get stranded in just being ‗‗less bad‘‘, will be those who convert sustainability challenges into pelling strategic opportunities. A number of forces underscore the emerging opportunities [16,17] for SMEs to bee proactively involved in sustainable practices: 15  accelerating cycles of technological innovation。  rapid globalization of worked munications。  extended and interconnected supply chains。  rapidly changing markets.。