Suchergebnisse

Outlines some of the benefits that can arise through partnership working between higher education institutions and other local organisations in the environment sector. Aims to contribute to the debate on sustainability by highlighting the capacity for partnerships to "unlock" value retained within single organisations. Argues for the need for more creativity in the ways in which HEIs interact with other organisations in the environment sector, in order to harness mutually‐advantageous opportunities. The situation in Northamptonshire (central England) is described and case studies are included to demonstrate some local successful partnership‐based projects and to highlight the wider approach. Suggests this approach can offer considerable scope for the personal development of academics and to benefit HEIs, the local communities they serve and the economies they operate within. States, in addition, that partnership working can significantly contribute to the process of sustainable management within HEIs and external organisations by promoting the effective use of human resources, information and finance for environmentally beneficial activity.

Summarizes a study which provides a framework upon which to base management for sustainability in the University of Michigan's Housing Division. Discusses three reasons why organizations should be interested in pursuing sustainability management: morality and intergenerational equity; survival; and organizational benefits and risks. Proposes a sustainability mission statement for Housing and assesses five operational areas and six decision‐making areas in terms of environmental impact (specific audit data are presented) and prospects for sustainability management. Presents summaries of all findings, as well as more detailed descriptions of dining and staffing assessments. Concludes that management for sustainability must be holistic, systemic and integrative. Major recommendations include appointing a sustainability coordinator and/or task group; conducting sustainability audits; training staff on sustainability; using full‐cost accounting and life‐cycle assessment as decision‐making tools; creating an environmental procurement program; forming a sustainable dining team; involving outside entities in sustainability efforts; and developing partnerships for material reuse.

The assumption of an automatic link between disaster exposure and pathological outcomes is increasingly being questioned. Recognition of the possibility of positive reactions and growth outcomes in this context necessitates the development of alternative models and, in particular, the accommodation of the resilience construct in research and intervention agenda. Reviews possible vulnerability and resilience factors and adopts a risk management framework to outline its potential for modelling the complex relationships between these variables and both growth and distress outcomes. Resilience and vulnerability is discussed at dispositional, cognitive and organisational levels. The paradigm developed here focuses attention on facilitating recovery and growth in professionals for whom disaster work and its consequences is an occupational reality.