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linkages between abnormally high cancer rates and zip code areas in which corporate pollution has been particularly high. Public institutions must make clear in collective perceptions that pollution will be exposed and punished while positive steps towards sustainability such as ecopreneurship will be praised and rewarded (Isaak 2002b).

Conclusions Ecopreneurship is not just anybody’s existentialism. Businesses that are not designed to be sustainable decrease our health, shorten our time on Earth and destroy the heritage we leave for our children, no matter where we are located globally. In contrast, greengreen businesses are models that can help show the way to increase productivity while reducing resource use in a manner that is harmonious with human health and the sustainability of non-human species as well. Green start-ups make it easier to ‘fix’ environmental components and processes from the outset. Green subsidiaries of larger firms can foster innovation and bring back the heightened motivation of social solidarity to businesses where it may be all too easy to slip into cynicism in an era of global economic crises. The choice is clear. The technology is there. Only the political will is lacking. Sustainability is the ultimate political commitment and epitomises common sense from the perspective of corporate citizenship. Every time we invest we should think of our own personal values and use a ‘blended value’ approach combining social and environmental as well as financial objectives. Only by so doing can we enable ‘serial ecopreneurship’ to thrive and be cultivated. The key is to bring green-green businesses to a critical mass and thereby assure global sustainable development.

References Anderson, A.R. (1998) ‘Cultivating the Garden of Eden: Environmental Entrepreneuring’, Journal of Organisational Change Management 11.2: 135-43. Anderson, L. (2000) ‘Learning to Give Something Back’, New York Times, 10 September 2000: 3. CBS News (2002) ‘Kamen’s Next Big Project’, CBSNews.com, ‘60 Minutes II’, 13 November 2002. Donnan, S. (2002) ‘A Big Idea Trapped by the Market’s Reserve’, Financial Times, 1 March 2002: 10. Emerson, J. (2000) The Nature of Returns: A Social Capital Markets Inquiry into Elements of Investment and The Blended Value Proposition (WP-17, Social Enterprise Series; Boston, MA: Harvard Business School). Fischer, K., and J. Schot (eds.) (1993) Environmental Strategies For Industry (Washington, DC: Island Press). Fowler, G.A. (2002) ‘ “Green” sales pitch isn’t moving many products’, Wall Street Journal, 6 March 2002: B1. Gupta, A.K. (1997) ‘The Honey Bee Network: Linking Knowledge-Rich Grassroots Innovations’, Development 40.4: 36.40. Hartman, C.L., and E.R. Stafford (1998) ‘Crafting “Enviropreneurial” Value Chain Strategies through Green Alliances’, Business Horizons 41.2 (March/April 1998): 62-73. Honey Bee (2001) Honey Bee 12.4 (October–December 2001): 3-5. Isaak, R. (1998) Green Logic: Ecopreneurship, Theory and Ethics (Sheffield, UK: Greenleaf Publishing; West Hartford, CT: Kumarian Press). —— (2002a) ‘Building Creativity and Entrepreneurship into Standards for Public Sector Management’, in D. Bräunig and P. Eichhorn (eds.), Evaluation and Accounting Standards in Public Management (Baden-Baden, Germany: Nomos Verlagsgesellschaft): 86-93. —— (2002b) ‘Social Incentives for Corporate Sustainability: Beyond the Limits of Liberalism’, paper presented at the 10th International Conference of the Greening of Industry Network, ‘Corporate Social Responsibility: Governance for Sustainability’, Göteborg, Sweden, 23–26 June 2002, www.GIN2002.miljo.chalmers.se.

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© 2002 Greenleaf Publishing

GMI 38 Summer 2002

(2002) the making of the ecopreneur  
(2002) the making of the ecopreneur  

Investigación Negocios Verdes

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