Fowler's present on the powerful body headed by Sanders is bound to be seen as Fowlers re-emergence in the echelons of power
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The objective of this article is to develop a faith development perspective on corporate sustainability. A firm’s management of sustainability is arguably determined by the way decision-makers relate to the other and the natural environment, and this relationship is fundamentally shaped by faith. This study advances theoretical understanding of the approach managers take on sustainability issues by explaining how four distinct phases of faith development—improvidence, obedience, irreverence and providence—determine a manager’s disposition towards sustainability. Combining insights from intentional and relational faith development theories, the analysis reveals that a manager’s faith disposition can be measured according to four interrelated process criteria: (1) connectivity as a measure of a manager’s actual engagement and activities aimed at relating to sustainability; (2) inclusivity as a measure of who and what is included or excluded in a manager’s moral consideration; (3) emotional affinity as a measure of a manager’s sensitivity and affection towards the well-being of others and ecological welfare; and (4) reciprocity as a measure of the degree to which a manager is rewarded for responding to the needs and concerns of ‘Others’, mainly in the form of a positive emotional (and relational) stimulus. The conceptual model consolidates earlier scholarly works on the psychological drivers of sustainability management by illuminating our search for a process of faith development that connects with an increasingly complex understanding of the role of business in society.
Introduction
This article draws from psychological theories of faith development to articulate a conceptual framework that clarifies the relationship between a manager’s faith and a firm’s approach to sustainability. Sustainability is a domain in which corporate managers are due to deal with diverse conflicting and/or interrelated concerns that challenge their own faith. They must often meet these challenges intuitively with limited understanding of the processes which either lead them to bend personally held convictions for business purposes, or to break business routine to enact personally held convictions, such as those related to sustainability concerns. A characteristic of sustainability that makes it a legitimate source for faith is that it reflects a desired future or a better world, one in which human economic activities are made to develop in harmony with the goals of social equity and ecological integrity (Elkington 1999, 2004). Proponents of sustainable development have often emphasised the need for an increased capacity by decision-makers and management teams across all business functions and processes to demonstrate positive feelings towards (and care for) the well-being of future generations (e.g., Gladwin et al. 1995; Viederman 1994; World Commission on Environment and Development 1987). Referring to sustainability management as a matter of ‘feelings’ and ‘caring capacity’ means to conceive the subject in terms of a manager’s psychological and moral attributes aimed at relating to the needs and concerns of ‘Others’ (Roslton 1994)—i.e., a domain that management scholars have engaged with (e.g., Boudens 2005; Kahn 1990; Schwarz 2000), but never to the extent of incorporating insights from faith-related disciplines.