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Sustainable development-organizing an organization in a way that it can function in the long term-began gaining global attention in 1983 when the United Nations created the Brundtland Commission to offer various ways to save the human environment and natural resources and promote economic and social development. Corporate sustainability not only depends on the business's ability to function over a long period but also on sustainable relationships with stakeholders. This text offers a comprehensive perspective covering salient aspects of sustainable development with chapters contributed by experts from various countries. It provides guiding principles and tools for transformation and generates knowledge about sustainable organizational designs, sustainable business models, co-creating value with multiple stakeholders, and organizational transformation for sustainability. Written for students, faculty, researchers, professionals, and practitioners in the corporate world, this book will be a valuable resource in promoting sustainable development. Chapter 2 introduces various frameworks and tools to understand the challenges of redesigning an organization for sustainability. One framework is the sustainability hexagon, which has expectancy, energy, ethics, essential materials, ecosystem, and economics as its six pillars of sustainability. Sustainability visions should always be defined first in the redesigning process. Reassessing strategies, redesigning value chains, and redesigning jobs are all next steps. When trying to instill a positive attitude toward sustainability, two main challenges are the interdisciplinary nature of the subject and people's various ideological positions. Framing sustainability issues in terms of stakeholders, resources, history, outcomes, or ideology can help promote sustainable innovation and design. Understanding the physical world is also useful in enhancing sustainability in the whole value chain.

This case highlights the initial challenges faced by LG Display when they opened a TFT-LCD Module Plant in Wroclaw, a small city in southern Poland approximately 340 km away from Warsaw. The Polish plant was important for LGD because it offered significant cutbacks in distribution costs. Furthermore, the geographical adjacency to target markets gave LGD a head start compared with the main competitors. The company had positive return on investment expectations from this plant. Soon the company started facing low employee productivity and high employee turnover due to cultural clashes between Korean managers and Polish workers. The results were exactly opposite to the initial expectations and the dream of making the polish plant a workplace of joy was shattered. This case shows the pressure faced by Ji-Hyung Kim, LG Display's country director of Poland plant, to improve the working culture of the plant in the next one year as his reputation and promotion was at stake. This case talks about some of the ideas that were considered to increase the cultural sensitivity among the two groups of employees and increase the employee engagement at work based on the employee satisfaction and engagement survey results and exit interviews.

"Indorama Eleme Petrochemicals Limited: Beyond CSR for Secure, Safe and Sustainable Operations in Nigeria" focusses on Indorama Corporation, a multinational conglomerate of Asian origin who bought the ailing petrochemical plant in Eleme Nigeria called Eleme Petrochemicals Limited (EPCL) to establish Indorama Eleme Petrochemicals Ltd. (IEPL). This case describes the successful story of how IEPL is trying to build a trusting relationship with the local community in the Niger Delta, which has a history of distrust and conflict with multinationals. The case focusses on the ethical dilemma of the board of the multinational corporation operating in a foreign land in making a critical business decision of whether to bring the community stakeholders inside its boardroom or not under its Public-Private Partnership scheme.