Cover -- Title Page - Management for Sustainable Development -- RIVER PUBLISHERS SERIES -- Half Title - Management for Sustainable Development -- Copy Right Page -- Contents -- Preface -- Acknowledgements -- List of Figures -- List of Tables -- List of Abbreviations -- Chapter 1 - The Seven Competences of a Sustainable Professional: The RESFIA+D Model for Human Resource Management (HRM), Education and Training -- 1.1 Introduction -- 1.1.1 A Case Study -- 1.1.1.1 Real professionals and their competences -- 1.1.1.2 Competences for sustainability -- 1.1.1.3 The civilian, the consumer and the professional -- 1.2 The Sustainably Competent Professional -- 1.2.1 Professional Competences -- 1.2.2 The Competent Plumber -- 1.2.3 What the Plumber Actually Did? -- 1.2.4 Sustainable Development -- 1.2.5 Solutions that Really Work -- 1.2.6 The Triple P -- 1.2.7 The Necessity of Sustainably Competent Professionals -- 1.3 Competence Models -- 1.3.1 Generic Competences -- 1.3.2 The Dublin Descriptors -- 1.3.3 Generic Competences for Sustainable Development -- 1.4 The RESFIA+D Model:The Seven Competences of the Sustainable Professional -- 1.4.1 RESFIA+D -- 1.4.2 Some Case Studies of Competences -- 1.4.2.1 Example 1: finding stakeholders through crowdsourcing -- 1.4.2.2 Example 2: conscience -- 1.4.2.3 Example 3: the artist -- 1.5 Levels of Competence -- 1.5.1 The Competence Levels of RESFIA+D -- 1.5.2 Assessment -- 1.6 The Application of RESFIA+D -- 1.6.1 Education (re)Development -- 1.6.2 Individual Professional Developmentand Career Planning -- 1.6.3 Companies and Other Organizations -- 1.7 About the Completeness of RESFIA+D -- Chapter 2 - The Influence of Leadership on theImplementation of Sustainability: A Study in the Brazilian Aeronautical Command -- 2.1 Introduction -- 2.1.1 Sustainability -- 2.1.2 Leadership -- 2.2 Methodology -- 2.2.1 Study Hypotheses.

2.2.2 Procedure -- 2.2.3 Sample Description -- 2.2.4 Description of the Data Collection Instrument -- 2.2.5 Analysis of the Questionnaire on Leadership Styles -- 2.2.6 Analysis of Issues Pertaining to Sustainability -- 2.2.7 Assessment of Sustainable Practices at COMAER -- 2.2.8 Analysis of Questions Pertaining to Ethics: The MEP Questionnaire -- 2.2.9 The Complete Structural Model -- 2.3 Discussion of Results -- 2.4 Conclusions -- Chapter 3 - The Strategic Character of Corporate Social Responsibility (CSR): A Discussion and Evaluation of the Strategic Corporate Responsibility Concept -- 3.1 Introduction -- 3.2 Responsible Action:The Cases for CSR -- 3.3 Drivers of CSR -- 3.4 Strategic CSR -- 3.4.1 The Integration of Environmental and Social Concerns into Business Strategy -- 3.4.2 The Creation of Social Value -- 3.4.3 An Effective Alignment between CSR's StrategyFormulation and Execution -- 3.5 Concluding Remarks -- Chapter 4 - Human Resource Sustainable Managementin Small- and Medium-sized Enterprises -- 4.1 Introduction -- 4.2 Sustainability in HRM:The Case of SMEs -- 4.2.1 SME: Contextualization and Main Characteristics -- 4.2.2 HRM in SMEs: Some Particular Elements -- 4.2.3 The Resources-based Perspective -- 4.2.4 The Importance of a Sustainable HRM in SMEs -- 4.3 Conclusion -- Chapter 5 - Decent Employment Opportunities in Global Value Chains: The Case of the Textile and Clothing Sector -- 5.1 Introduction -- 5.2 Global Value Chains in Textile and Clothing Industries and the IFA -- 5.3 Methodology -- 5.4 Inditex and the Creation of an IFA -- 5.5 Global Supply Chains andWork Practices:The Case of Inditex in Portugal and Brazil -- 5.5.1 The Case of Inditex in Portugal -- 5.5.2 The Case of the Supply Chain in Brazil -- 5.6 Conclusions -- Chapter 6 - Sustainable Performance in Small- and Medium-sized Enterprises (SMEs): A Critical Review.

6.1 Introduction -- 6.2 Identification of Possible Drivers of SME Sustainability -- 6.3 Discussion of Sustainability Drivers in SME -- 6.4 Conclusion -- Index -- Editor's Biographies -- Author's Biographies.