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This chapter examines a case of entrepreneurial authority in the climate change regime: the Greenhouse Gas Protocol. The protocol is a set of accounting standards to measure and report greenhouse gas emissions created by individual firms. These standards were created by two nongovernmental organizations (NGOs), the World Resources Institute (WRI) and the World Business Council on Sustainable Development (WBCSD), and have subsequently become one of the most widely accepted accounting methodologies for measuring and reporting emissions. The chapter explains how these NGOs were able to insert themselves into the policy process while the United States and European Union were arguing about an appropriate role for emissions trading. In particular, it considers the success of WRI and WBCSD in creating the de facto standard for GHG emissions accounting at the firm (or “corporate”) level.

This chapter sketches a portrait of Alfred Krupp. It describes how Alfred Krupp perfectly fits the mold of the heroic entrepreneur. Profoundly skeptical of joint-stock companies, banks, and capitalism in general, but also of big-scale science and modern research methods, he was a genius at extending to its utmost limits the possibilities of the craft entrepreneur. He developed an extraordinarily successful business model that allowed the principles of the small workshop to be extended on a gigantic and global scale. Moreover, the chapter credits him with a social philosophy which eventually created a community of Kruppianer, workers bound to the enterprise and the community by pride in the product of their labor.

The management framework and the templates that operationalize it are no more than a mental concept that, no matter how intellectually appealing, is totally useless until an individual with personal drive and organizational skill pulls together a capable team and implements it. After selecting its innovation and business development target, the Board must pick a project leader and then help build a winning team around that individual. Executives should know that their choice of team leader will make or break the effort, no matter how attractive the business and market opportunity. The debate regarding who should lead enterprise growth often leads to a conventional discussion of background and affiliations. One should be skeptical of formulas that dictate the characteristics of effective leaders, particularly when novel and integrative applications of company technologies are involved. This chapter presents and examines four key traits team leaders should have in common.

This chapter critically examines the minority business development programs, arguing that their strategy of geographic targeting—aid flows into low-income, inner-city minority communities—is ineffective. The next program, the Specialized Small Business Investment Company (SSBIC) program is also examined in detail and also found to be largely ineffective.

At New Orleans’ eastern edge, Vietnamese refugees settled and built a community in the Village de L’Est neighborhood. This chapter explains how this tight- knit community rebuilt after Katrina with the strong leadership of its Catholic priest. It details efforts to help homeowners and businesses rebuild while fighting to close an adjacent landfill. Aided by the national Vietnamese-American community and other partners, the church formed a community development corporation to assist businesses and residents and pursue development projects. Despite difficulties completing real estate projects, grassroots rebuilding contributed to a high rate of homeowner recovery, the return and expansion of local businesses, a new charter school and two new health clinics. However, repopulation rates for renters and black households were low and many blighted properties remained. Greater political and civic capacity emerged from recovery efforts, including a new wave of young leaders committed to the community’s development.

This chapter discusses the history of local and regional economic development (LRED) in the United States. It describes the institutional structure, effectiveness, and objectives and activities of LRED in the U.S. The American LRED agencies are characterised by a small staff and rely largely on paid professionals to run their operations, and the most frequently cited core objectives of U.S. LRED organisations remain in traditional areas of economic growth through business development and attraction.

This chapter examines the implications for community social work practice from two perspectives: how community social workers can assist in the creation and support of racial and ethnic small businesses; and how community social workers can benefit from developing relationships with ethnic and racial small businesses in creating conditions to facilitate community social, economic, and cultural development. Social workers must possess a keen understanding of what motivates someone to enter the world of small business development. The decision to enter this arena is influenced by motivation and experience: “Starting a business is a process requiring a great deal of self-awareness and conscious work on the self. To become self-employed means that the individual departs from the established model of the ‘normal’ work relationship of salaried work and enters a work field in which he/she is not only responsible for the creative and conscious development of new, everyday routines, but also takes on the burden of responsibility for the maintenance of the job itself.”

This chapter examines black business activities in Chicago in the 1920s. Robert S. Abbott, Jesse Binga, and Anthony Overton dominated the business activities of the Black Metropolis with their control over finance and information like no others in their community and very much like the business titans found throughout other major Chicago economic enclaves. Business was national king at this time and their collective presence provided a significant part of the foundation of making the Black Metropolis a reality. The economic influence of the 1920s built to such a crescendo that other interests and activities were virtually submerged to it as an epicenter. In fact, one internal memorandum of the NAACP concluded the following: “There are so many diversified interests in Chicago that the N.A.A.C.P. really suffers greatly from indifference on the part of the people.” These diversified interests were related to economics and the emergence of a consumers'society—working for extra money from which to increase spending and buying; spending for recreation and leisure rather than just for necessity; buying property, automobiles, and the new technological devices such as the refrigerator and record player; and investing in oil exploration, stocks, bonds, and real estate.

This chapter examines how Batu Hijau's community programs have worked to foster and channel—as well as to suppress—patronage dynamics. It also develops a view of local residents as actors engaged with (and not simply acted upon by) Corporate Social Responsibility (CSR) business development initiatives. Their perspectives on what the corporation is and what it owes them shape Newmont's community development plans and programs, creating flows of money, materials, ideas, and persons across mine boundaries. These flows and dynamics are constitutive of rather than marginal to everyday mine operations. They challenge us to make sense of how corporate managers variously claim integration with, distance from, and control over their trading partners—to understand how and why they essay rhetorically and materially to gather them in and hold them at a distance.

This chapter talks about how MLB evolved from being a sport into being a business, wherein like all business MLB sought cheap resources in the form of players. The difference between the business of baseball and other businesses, however, is that the player is both the labor as well as the raw material And as a combined labor/material resource, a player group is subject to neocolonial appropriation in baseball as in other “manufacturing” processes. This chapter thus extensively discusses the paradigms and methods through which MLB would employ strategies that were fundamentally business decisions in order to secure cheap player talent and raise profits. Removing the color barrier in 1947, for example, was profitable, and MLB’s strategy and tactics mirror America’s social and business development and reflect an increasing emphasis on exploiting the sport as a profitable business.

This chapter and the next describe and assess the happenings and development of the two main JLP divisions—John Lewis and Waitrose—over a twenty-five year period (1990–2015). Chapter 4 focuses on the years 1990–2009. It draws out the nature and the operation of the principles of the JLP in practice by examining leadership and management of the Partnership businesses over the period in detail. During this period, the Partnership had to cope with renewal, growth, recession and redundancy, diversification, intense commercial competition in the marketplace, the online revolution in retail, calls for and experiments in international expansion, and collaboration with commercial partners—just some of the many significant challenges. The ways in which these threats and opportunities were handled reveal the nature of the Partnership in practice.

The San community in D’Kar and surrounding villages has developed a Community Based Planning Programme focused on a community farm. The San are a population who has a history of marginalization and poverty within Botswana. The farm serves as a community organizer as well as food source and is administered by the San women. The program highlighted in this case study was developed to build leadership systems and capabilities for the women of the village while developing sustainable business opportunities for economic transformation. The tension between addressing issues of sustainability and business development are discussed.

This chapter describes the for-profit evaluation consulting setting, including organizational structure, position responsibilities, and funding and project types. Generation of new business is the lifeblood of for-profit consulting firms, and the chapter overviews the business development process, including individual staff members’ responsibilities. Essential skills for working in this setting also are discussed. This chapter concludes with some of the benefits and challenges for a community psychologist working in this setting. Finally, the appendix contains a list of questions to ask when pursuing employment in a for-profit evaluation consulting setting.

By their very nature social enterprises can be interpreted as hybrid organisations, as they seek to combine the independence from government and social mission traditionally connected with the third sector, with business principles developed within the private sector. Successive governments have sought to promote this hybrid form of third sector organisation, through extolling their virtues to commissioners and encouraging public sector workers to ‘spin-out’ core public services into social enterprise mutuals. Central government enablers have included dedicated funding, business development support, and mentoring schemes for future leaders. The chapter considers the contexts, motivations and assumptions behind recent policy interests related to social enterprise in general and spinning out in particular, and reviews current evidence regarding their impact in practice.

Chapter 3 provides a historical overview of the reinsurance market and business development since its earliest days. It covers not only dedicated reinsurers but also other market participants, such as brokers and first insurers’ risk sharing through co-insurance. Between 1860 and the Second World War, reinsurance is shown to have grown from being an infant service to large multinational insurance companies, into adulthood as a specialist industry in its own right. This period, also called the ‘golden age’ of reinsurance, witnessed the formation of modern reinsurance practice and the development by the professional reinsurance companies of a global network of treaty partnerships with cedent companies. A final section outlines major trends since 1945.

This chapter explores the stereotype-defying histories of Black and multi-ethnic placemaking in two historically significant Black neighborhoods: the Big Nine and Lincoln Park. East Ninth/Martin Luther King Street (““the Big Nine”“) is a corridor which for more than a century served as a premiere destination for African American commerce, social life, and artistic/creative production. Lincoln Park is one of the oldest and most historically significant Black neighborhoods in Chattanooga, described by many locals as Black community’s ““backyard”.