Cover -- Title Page -- Copyright Page -- Table of Contents -- Introduction -- Chapter 1. Sustainable Development: a Vague and Ambiguous "Theory" -- 1.1. Introduction -- 1.1.1. The origins of the notion -- 1.1.2. The extensiveness of the notion -- 1.1.3. Milestones of the institutionalization of sustainable development -- 1.2. Sustainable development as a "vague" theory -- 1.2.1. Sustainable development and "principles" -- 1.2.2. Conceptual dimensions and sustainable development -- 1.2.3. Sustainable development and its indicators -- 1.2.4. The organizational dimension of sustainable development -- 1.3. Company actions justified by reference to the notion of sustainable development: consequentialism tested by modern deontology -- 1.3.1. The chronological stages of taking ecological stakes into account -- 1.3.2. The management stakes of sustainable development -- 1.4. The dimensions of ambiguity of the notion -- 1.4.1. The associated references -- 1.4.2. The "tensions" associated with the notion -- 1.4.3. Ambiguities of the meaning of sustainable development -- 1.4.4. The ambiguity of company attitudes vis-à-vis sustainable development -- 1.5. Conclusion: calling into question managerial references in relation to sustainable development -- 1.5.1. Provisional detour via the markets: the "right to pollute" -- 1.5.2. The return of politics and regulation -- 1.6. Bibliography -- Chapter 2. Parameters and Particularities of Sustainable Development-oriented Strategic Scanning -- 2.1. Introduction -- 2.2. Strategic scanning -- 2.2.1. Strategic scanning activities -- 2.2.2. Strategic scanning and its different facets -- 2.2.3. Sustainable development-oriented scanning and its different facets -- 2.3. Applying a sustainable development-oriented strategic scanning process -- 2.3.1. Strategic scanning as a process of gathering information.

2.3.2. Strategic scanning as a cybernetic system -- 2.3.3. Strategic scanning as a project -- 2.4. Conclusion -- 2.5. Bibliography -- Chapter 3. Sustainable Development of Large Network Service Companies: Inhabiting Territories via Middle Managers, Strategic Scanners -- 3.1. Introduction -- 3.2. The foundation of modeling -- 3.2.1. The objective: a heuristic model -- 3.2.2. Epistemology: the re-evaluation of practical reasoning and the science of design -- 3.2.3. The method favors research-intervention and long-term immersion -- 3.2.4. The content: taking into account a forgotten element of research in strategic management - the territory -- 3.2.5. A paradoxical aim: the sustainable company in a liquefied world -- 3.3. The architecture of the model -- 3.3.1. Large service companies that are territorialized -- 3.3.2. Technically disparate sector -- 3.3.3. Relatively fragmented territory -- 3.3.4. A production capacity strategic formula -- 3.3.5. Company or group -- 3.3.6. A management style inspired by investor and developer configurations -- 3.4. Middle managers: key players of sustainable development -- 3.4.1. Network, territory and middle managers -- 3.4.2. Recognition of dispersal and features is via scanning-strategist middle managers -- 3.4.3. The role of middle managers according to the strategic formula -- 3.4.4. The binding of a group -- 3.5. Conclusion -- 3.6. Bibliography -- Chapter 4. Small Business and Sustainable Development -- 4.1. Introduction -- 4.2. The favored SD fields -- 4.2.1. The ecosystem -- 4.2.2. Healthcare -- 4.2.3. Ethics and social responsibility -- 4.3. SB: a multiple identity -- 4.3.1. The ideal type of SB -- 4.3.2. … responds to the diversity of SB types… -- 4.3.3. … and the entrepreneurs' reasons for action -- 4.3.4. A typology of entrepreneurs/SD -- 4.4. Strategic scanning in SBs: a specific approach.

4.4.1. The foundations of the specificity -- 4.4.2. An appropriate grid of analysis -- 4.5. Types of entrepreneurs, strategic scanning and SD -- 4.5.1. The militant -- 4.5.2. The organizer -- 4.5.3. The eco-enthusiast -- 4.5.4. The opportunist -- 4.6. Conclusion -- 4.7. Bibliography -- Chapter 5. Human Resources Scanning: a Tool for the Implementation of Sustainable Development? -- 5.1. Introduction -- 5.2. Theoretical approach, explanations and the link between HRS and SD -- 5.2.1. The choice of human resources -- 5.2.2. Characteristics of HRS -- 5.2.3. HRS in terms of SD -- 5.3. Research methodology -- 5.3.1. The choice of methods for data collection -- 5.3.2. Presentation of information about the companies studied -- 5.3.3. Information sought and research progress -- 5.4. Results and discussion -- 5.4.1. Which SD and which HRS practices were used? -- 5.4.2. Links between HRS and SD -- 5.5. Conclusion -- 5.6. Bibliography -- Chapter 6. Sustainable Scanning in a Network: an Ambitious Project for Company/territory Synergies Creation -- 6.1. Introduction -- 6.2. Sustainable scanning within RPISED: a "chameleon" concept locally orchestrated -- 6.2.1. Sustainable scanning: a tool at the heart of tensions and opportunities in the organizational project of sustainable development -- 6.2.2. RPISED: a relay structure or leverage for efficient implementation of sustainable scanning? -- 6.3. An empirical study of sustainable scanning in the RPISED: a methodological approach -- 6.3.1. Three case studies in the PACA region -- 6.3.2. The methodology of gathering and processing data -- 6.4. Empirical contributions to the theory: presentation of the main results -- 6.4.1. Scanning in terms of sustainable development: companies' point of view -- 6.4.2. The role of RPISED in the improvement of sustainable development-oriented scanning -- 6.5. Conclusion.

6.6. Bibliography -- Chapter 7. The Greenhouse Gas Inventory: a Scanning Tool in the Fight Against Climate Change -- 7.1. Introduction -- 7.2. Methodology for constructing a GHG inventory -- 7.2.1. Scope of the inventory -- 7.2.2. Collection of data -- 7.2.3. Collection or estimation of emission factors -- 7.2.4. Calculation of emissions -- 7.2.5. Specificity of the carbon footprint of a product -- 7.2.6. Guidelines for the construction of a GHG inventory -- 7.3. The GHG inventory as a strategic scanning tool -- 7.3.1. The emissions inventory as an internal strategic scanning tool -- 7.3.2. The emissions inventory as an external strategic scanning tool -- 7.3.3. Summary -- 7.4. Conclusion -- 7.5. Bibliography -- Chapter 8. Targeting "Sustainable Scanning": a Methodology Based on Logistics and Supply Chain Management -- 8.1. Introduction -- 8.2. Sustainable development: multiple logistical stakes -- 8.3. Relevance of logistics and SCM to anticipate evolutions linked to sustainable development and imagine strategic directions: examples -- 8.4. The logistics intelligence process to target sustainable scanning -- 8.5. Confronting LIP and sustainable development: a first test based on secondary data -- 8.6. Conclusion -- 8.7. Bibliography -- Chapter 9. Our Actions and Projects, their Risks and Impact on the Environment: using the Weak Signal Concept to Explore Unforeseen and Unexpected Possibilities -- 9.1. Introduction -- 9.2. The future: a field of possibilities -- 9.2.1. People, their actions and their responsibilities -- 9.2.2. Limitations of "forecast" methods to anticipate -- 9.2.3. The future: a field of possibilities -- 9.3. Detecting weak signals and early (warning) signs in order to explore unexpected possibilities -- 9.3.1. Signals -- 9.3.2. Signs -- 9.3.3. Weak signals and early (warning) signs.

9.3.4. Strength of signals and signs and trajectory of a possibility -- 9.4. Conclusion -- 9.5. Bibliography -- Chapter 10. Sustainable Chemistry and Weak Signals: CO2 as a Raw Material to Value -- 10.1. Introduction -- 10.1.1. Context of the intervention and hypothesis of the approach -- 10.1.2. The challenges of the intervention -- 10.1.3. Modalities of the intervention -- 10.2. First step: lead the committee to discover the field of sustainable chemistry themselves -- 10.2.1. Phase 1: choice of a field in which to carry out the experiment -- 10.2.2. Preparation of information to be used during the collective session -- 10.2.3. Session of collective creation of meaning within the committee -- 10.3. Collective construction of puzzles during the session concluding the four-month delay -- 10.3.1. Characteristics of the experimental anticipative strategic scanning device -- 10.3.2. Learning to detect potential weak signals -- 10.3.3. Access to field information -- 10.3.4. Preparation of information in order to construct the puzzle -- 10.4. Example of a puzzle constructed towards the end of the final collective creation of meaning -- 10.5. Conclusion -- 10.6. Bibliography -- Glossary -- List of Authors -- Index.