Featuring a foreword by His Holiness the Dalai Lama. Despite decades of research and evidence, there is still extreme scepticism that businesses can combine a more humane style of management with superior shareholder returns, or that busy managers can be guided effectively by both their heads and their hearts. Vlatka Hlupic has spent 20 years investigating this paradox, developing an insightful critique of why such strong evidence has had limited impact and providing an alternative, practical approach that any employer can implement in order to overcome the unique challenges faced by their organizations. A clear correlation exists between companies that do well and companies that are good – that is to say, organizations that promote goodwill internally and externally, and work proactively with stakeholders, employees, society and customers to achieve those goals. A 'bad' company, on the other hand, may do well but its success is unlikely to be sustainable. Humane Capital explores the steps that businesses need to take in order to become a 'good' organization that can achieve long-term results. Supported by insights from interviews with 58 leading thinkers and practitioners in the field, Humane Capital argues for a radical reassessment of current business models. Using stories of managers from both the private and public sectors who have been effective in making the transition, Hlupic shows how successful leaders have moved their organizations from controlled and orderly to enthusiastic and collaborative – and shows how current leaders and managers can do the same.

For the most part, human capital theory emphasizes human cognitive development and the acquisition of knowledge and skills that enable enhanced productivity and earnings. In light of recent research findings, particularly concerning neurodevelopment and early childhood development, it is becoming apparent that this standard version of human capital theory has a far too limited conception of human capabilities and how they are created. Integrating Human Capital with Human Development considers recently accumulated knowledge related to the human brain's functioning and development to better understand the relationship between human capital and human development in successful economies. It shifts the focus of human capital theory to give full consideration to intangible, non-cognitive aspects of learning. This exciting new volume is an important addition to the study of human capital and behavioral economics more broadly.

In Indian context.

Protected areas have often been defined as the backbones of biodiversity conservation. Protected areas have often been defined as the backbones of biodiversity conservation. However, legitimate demands formulated by countries for their economic development, growing human populations, forest fragmentations, and needs of local communities for sustainable livelihoods are also pressing demands on protected areas, stringently pressuring conservation community to identify means to reconcile long term biodiversity conservation and communities’ livelihoods. Hence, integrating conservation activities within the global framework of economic development of countries with high biodiversity had become part of conservation paradigms. Integrated development as a route to conservation, strict protected areas, community managed areas, etc. have been tried but resulted in debatable outcomes in many ways. The lukewarm nature of these results brought ‘landscape approach’ at the front of biodiversity conservation in Central Africa. Since the late 1990s the landscape approach uses large areas with different functional attributes and shifts foundational biodiversity conservation paradigms. Changes are brought to the role traditionally attributed to local communities, aligning sustainable development with conservation and stretching conservation beyond the confines of traditional protected areas. These three shifts need a holistic approach to respond to different conservation questions. There are only a few instances where the landscape experience has been scientifically documented and lessons learnt drawn into a corpus of knowledge to guide future conservation initiatives across Central Africa. To subjugate one biodiversity conservation landscape as one case study emerged as a matter of urgency to present the potential knowledge acquired throughout the landscape experiment, including leadership and management, processes tried, results (at least partially) achieved, and why such and such other process or management arrangement were been chosen among many other alternatives, etc. The challenges of the implementation of the conservation landscape approach needed also to be documented. This book responds to the majority of these questions; drawing its content from the firsthand field knowledge, it discusses these shifts and documents what has been tried, how successful (unsuccessful) it was, and what lessons learnt from these trials. Theoretical questions such as threat index, and ecological services, etc. are also discussed and gaps in knowledge are identified.

This treatise defines humane to mean that which is natural to human beings. It then suggests that much of the economic activity and many of the structures of modern business are inhumane. In response to this possibility, the book examines the nature of the humane in society and business and reviews the literature, beliefs, and standards of human behavior that would lead to the growth of a truly humane economy. Questions are raised about the virtue of current structure and practice. A strikingly positive proposition underlies the critique: new entrepreneurial ventures are by their nature humane. The way to make the economy and the practice of business more humane is not to encourage a routinized script of business ethics but instead to permit entrepreneurs to follow their desire to create and to build. This desire is natural to human beings and therefore deeply humane.

Predictions are that sustainability becomes the next big topic for Human Resource Management after internationalization and globalization. This book gives new answers to these questions: - How can HRM contribute to attracting, developing and retaining highly qualified human resources over time? - How can a paradox perspective contribute to understanding and coping with paradoxical tensions? - How can sustainability be used as a ‘deliberate strategy’ for HRM? The conceptual part of the book looks at the notion of sustainability, opens it up for Strategic HRM and identifies blind spots in Strategic HRM theory. Paradox theory is introduced as an analytical framework for Sustainable HRM. Initial suggestions are made for sustainability strategies and for coping with paradoxes and tensions. The exploratory part examines how 50 European Multinationals communicate their understanding of sustainability and HRM and which HR issues and practices they are linking to the topic.