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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 7 argues that resolution of sustainability issues under a resource-constrained environment can be accomplished with design thinking and bricolage practices. Bricolage refers to making do with current resources and creating new forms and order from tools and materials at hand. Ecopreneurship is entrepreneurship through an environmental lens where sustainability is essential in motivating its basic approach. Specific challenges ecopreneurs face are described. Material and ideational bricolage are compared, and resource management theories are presented. A new approach integrating bricolage, design thinking, and creative self-efficacy is offered; this approach can be used to address environmentally sustainable issues.

Narayana Hrudayalaya (NH), a leading cardiac hospital network with many firsts to its credit, has revolutionized heart care in India. It has a market share close to 15 per cent in the cardiac sector, has successfully completed 70,000 surgeries and has given insurance to over four million farmers through its microinsurance scheme. Its motto, “caring with compassion,” is its guiding philosophy and the telemedicine network set up at NH has been able to provide treatment for over 50,000 cardiac patients free of charge. The case highlights the evolution of NH and the vision of its founder, and outlines his ambitions and struggles in seeking to increase the number of cardiac surgeries performed each day. How can he retain the top surgeons and fulfill his mission to offer affordable heart care while the compensation of doctors is rapidly increasing?

Narayana Hrudayalaya (NH), a leading cardiac hospital network with many firsts to its credit, has revolutionized heart care in India. It has a market share close to 15 per cent in the cardiac sector, has successfully completed 70,000 surgeries and has given insurance to over four million farmers through its microinsurance scheme. Its motto, "caring with compassion," is its guiding philosophy and the telemedicine network set up at NH has been able to provide treatment for over 50,000 cardiac patients free of charge. The case highlights the evolution of NH and the vision of its founder, and outlines his ambitions and struggles in seeking to increase the number of cardiac surgeries performed each day. How can he retain the top surgeons and fulfill his mission to offer affordable heart care while the compensation of doctors is rapidly increasing?