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• W91086979 abstract "Profit and environment are supposed to be enemies. Remember that next time you visit Yellowstone National Park, one of crown jewels of national park system and a popular attraction for tourists, backpackers, and amateur botanists, zoologists, and geologists. Yellowstone boasts some of most breathtaking sights in all of North America. It also boasts an interesting capitalistic pedigree. It was Northern Pacific Railroad, a private corporation, that funded early expeditions to Yellowstone region and helped establish Yellowstone National Park in 1872. Because it provided main form of transportation to region, report economists Terry Anderson and Donald Leal, the railroad could profit from preservation of this scenic wonder and therefore had an incentive to preserve it. Many other Western parks were promoted and protected private railroad and development companies for same reason. More recently, some private timber companies have found that, exploring other uses of forest lands they own, they can increase their profits. In International Paper's commercial forests in Texas, Louisiana, and Arkansas, company biologist Tom Bourland implemented a fee-based recreation program to make money from not harvesting trees. His program charged hunters for access and leased small tracts of land on which families could park their motor homes and enjoy woods. After three years, International Paper saw its revenues from program triple, constituting 25 percent of its total profits from area. Since this valuable use of private land relied on beauty and diverse wildlife rather than ease of harvest, company had an incentive to preserve habitat for white-tailed deer, wild turkey, fox, squirrel, quail, bald eagles, and red-cockaded woodpeckers. Deseret Land and Livestock pursued a similar strategy when its cattle ranch fell on hard times. The firm's managers decided to invest in wildlife habitat, charging hunters for right to hunt elk and other animals. Herds of elk and mule deer--now a valuable commodity--on Deseret land actually grew, and company thrived. The 1,289-square-mile King Ranch in south Texas now makes 60 percent of its income from business activities other than cattle-including revenues from hunters and nature lovers. Within corporate social-responsibility movement, there is no more important issue than environmentalism. Often, call for corporate responsibility and exhortation to save planet from a host of environmental problems seem virtually to be same thing. The firms most often honored for their responsibility--such as Body Shop, Patagonia, and Ben and Jerry's--usually exhibit some sort of (highly publicized) commitment to environmental goals. Corporations, because they are dominant institution on planet, must squarely face social and environmental psoblems that afflict humankind, states Paul Hawken, a founder of Smith and Hawken catalog company. How, he asks, does business face prospect that creating a profitable, growing company requires an intolerable abuse of natural world? The notion that profit and ecology must be at loggerheads, and that businesses must place environmental obligations above economic ones, is but one viewpoint among social-responsibility, advocates. A different notion, championed most famously Vice President Al Gore, is that doing business in an environmentally friendly way is also to increase profitability of firms. We can pros per, he wrote in his book Earth in Balance, by leading environmental revolution and producing for world marketplace new products and technologies that foster economic progress without environmental destruction. When you think through complex issue of corporate environmental responsibility, however, neither Hawken's win-lose proposition nor Core's win-win proposition ultimately satisfies. …" @default.
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• W91086979 date "1995-09-22" @default.
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• W91086979 title "How Green Was My Balance Sheet: The Environmental Benefits of Capitalism" @default.
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