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Contents: Introduction; Part I The Development of CER: the First-Generation Debates: A road map for natural capitalism, Amory B. Lovins, L. Hunter Lovins and Paul Hawken; A natural-resource-based view of the firm, Stuart L. Hart; Green and competitive: ending the stalemate, Michael E. Porter and Claas van der Linde; Toward a new conception of the environment-competitiveness relationship, Michael E Porter and Claas van der Linde; Ecological modernisation, ecological modernities, Peter Christoff; Towards the sustainable corporation: win-win-win business strategies for sustainable development, John Elkington; It's not easy being green, Noah Walley and Bradley Whitehead. Part II Second-Generation CER: Beyond the Win-Win-Win/Win-Lose Dichotomy: When pollution prevention meets the bottom line, Linda Greer and Christopher van Löben Sels; Environmental product differentiation: implications for corporate strategy, Forest L. Reinhardt; Market failure and the environmental policies of firms: economic rationales for 'beyond compliance' behavior, Forest Reinhardt; Is there a market for virtue? The business case for corporate social responsibility, David J. Vogel; Beyond the business case for corporate sustainability, Thomas Dyllick and Kai Hockerts; Strategy and society: the link between competitive advantage and corporate social responsibility, Michael E. Porter and Mark R. Kramer. Part III Ethics, Altruism and the Business Case for CER: Corporate social responsibility: an economic and public policy perspective, Paul R. Portney; The 4 faces of corporate citizenship, Archie B. Carroll; When it hits the fan, Edmund M. Burke; Environmental visibility: a trigger of green organizational response, Frances E. Bowen. Part IV How Real is CER? What the Evidence Tells Us: Why do firms adopt 'beyond compliance' environmental policies?, Aseem Prakash; Does it really pay to be green? An empirical study of firm environmental and financial performance, Andrew A. King and Michael J. Lenox; Developing environmental management strategies, Nigel Roome; Extending linear approaches to mapping corporate environmental behaviour, A. Ghobadian, H. Viney, J. Lui and P. James; Hitting the green wall, Robert D. Shelton. Part V Explaining Variation in CER: The meaning of greening: a plea for an organizational theory, Thomas N. Gladwin; The greening of the board room: how German companies are dealing with environmental issues, Ulrich Steger; Policy networks and firm behaviours: governance systems and firm responses to external demands for sustainable forest management, Benjamin Cashore and Ilan Vertinsky; Stage models of corporate 'greening': a critical evaluation, Anja Schaefer and Brian Harvey; The myth of best practices: the context dependence of 2 high-performing waste reduction programs, Peter B. Cebon. Part VI Towards an Interactive Model of CER: Social license and environmental protection: why businesses go beyond compliance, Neil Gunningham. Robert A. Kagan and Dorothy Thornton; Managerial interpretations and organizational context as predictors of corporate choice of environmental strategy, Sanjay Sharma; The new corporate social responsibility, Graeme Auld, Steven Bernstein and Benjamin Cashore; Globalization and the environment: strategies for international voluntary environmental initiatives, Petra Christmann and Glen Taylor; Name index.