In 2002, NatureWorks LLC, a small subsidiary of U.S. agricultural giant Cargill Inc., was recognized for its development of the first synthetic polymer class to be produced from renewable resources, specifically from corn grown in the American midwest. The product held the potential to substitute a renewable feedstock for petroleum-based polymers. With this enormous vote of confidence, the company was poised to move forward from a niche market in which it was selling tens of thousands of tons polylactic acid to a mainstream one with possibly hundreds of thousands of tons in sales. But how could it position itself to do so profitably?

The concept of sustainable business is a powerful new perspective on creating value for multiple stakeholders. It links the previously conflicting interests of economic efficiency, social equity, and environmental protection. This technical note describes the historical background that has framed the transition from environmental battles to sustainable business and adds context to the discussion of sustainable business practices in the note "The Path to Sustainable Business: Environmental Frameworks, Practices, and Related Tools" (UVA-ENT-0033) and other environmental cases.

A new frontier of innovation exists where economic and population growth collides with natural systems (the environment). This note details the changing character of environmental issues and outlines the opportunities for entrepreneurial thinkers. It provides excellent fodder for discussion of sustainability as an opportunity for corporate innovation.

This minicase is one of 10 in a series written to illustrate the business benefits companies realize through adopting sustainable business strategies. Method is a successful startup firm in San Francisco that has made sustainable design principles a guiding force its strategy. Unlike other firms, however, Method sells its products on performance, price, and aesthetics; health and environment are simply built into the design from the outset. Backed by venture capital and successful selling through Target nationwide, Method offers a model of what may ultimately become standard practice and strategy.

This is a minicase, one of 10 in a set of short cases written to illustrate the business benefits companies realize through adopting sustainable business strategies. This minicase describes Bank of America's new headquarters building in New York City focusing on the "green" or sustainable design features used and anticipated benefits.

This is a minicase, one of 10 in a set of short cases written to illustrate the business benefits companies realize through adopting sustainable business strategies. The Coastwide Labs minicase traces the development of a successful sustainability strategy implemented by an industrial and commercial cleaning products company.

This is a minicase, one of 10 in a set of short cases written to illustrate the business benefits companies realize through adopting sustainable business strategies. This minicase documents the technology and systems innovations behind Shaw's successful introduction of closed loop recyclable carpet tiles (EcoWorx), a disruptive innovation in the flooring industry.

This is a minicase, one of 10 in a set of short cases written to illustrate the business benefits companies realize through adopting sustainable business strategies. This minicase discusses the formation and implementation of Nike's sustainability strategy in the 1990s through 2006 including changes to product designs and supply chain policies.

This is a minicase, one of 10 in a set of short cases written to illustrate the business benefits companies realize through adopting sustainable business strategies. This minicase describes the creative and innovative ways sustainability goals were integrated into a development project called Northstar Tahoe, creating a model for real estate and ski resort design to protect community and environmental interests while contributing to the company's business success and brand recognition.

This is a minicase, one of 10 in a set of short cases written to illustrate the business benefits companies realize through adopting sustainable business strategies. This minicase on NatureWorks traces the development of an entrepreneurial venture within a large corporate parent company. Bioplastic material was brought to market. The case describes the challenges and successes of a product and a business based on sustainability concepts.

This is a minicase, one of 10 in a set of short cases written to illustrate the business benefits companies realize through adopting sustainable business strategies. This minicase discusses AT&T's adoption of telework before it was commonly done as an example of implementing sustainable business practices.

With Method standing at number seven on Inc. magazine's list of the 500 fastest-growing companies in 2006, cofounder Adam Lowry is searching for a biodegradable cleaning cloth to expand Method's line of "green" household products. Sustainable design principles have been a guiding force in Method's strategy, and being biofriendly is critical. So is sourcing in the United States. But only China can manufacture the corn-based cloth Lowry has in mind, and there is no way to certify that the product is free of genetically modified organisms. Lowry has to balance his firm's fundamental commitment to environmental sustainability against the fact that some retailers refuse to carry products containing GMOs.

This case describes the process that entrepreneur Paul Farrow went through to establish his kayak company between 1992 and 1996. After being laid off from a more traditional corporate position, Farrow came across an idea that suited his business skills, experience, and values. The case chronicles the steps he took to be the first in the industry to design and produce an inexpensive, high-performance recreational kayak from recycled plastic materials. Key to Walden Paddlers' $1-million sales in 1995 was the company's ability to forge close alliances with key suppliers and customers while keeping fixed costs down by managing a virtual corporation.

The scientific consensus on climate change's origins in human activities has begun to influence international law and corporate policies. This technical note is one of a three-part introductory series on global climate change (see also "The Challenge of Climate Change: Overview" [UVA-ENT-0036] and "Government and Corporate Response to Climate Change" [UVA-ENT-0038]). International concern over global climate change began in the late twentieth century, when scientists saw a correlation among increasing atmospheric concentrations of certain gases, human activities emitting those gases, and an unusual increase in global ambient temperature readings. The scientific community was joined by international policy makers who grew concerned about reports of climate-change impacts, ranging from melting polar icecaps to regional flooding, drought, and extreme-weather events. While a small number of scientists disagree, a significant majority of researchers suggest that prudence requires action to reduce human contributions to atmospheric pollutants that cause the greenhouse effect.

Governments around the world have accepted the consensus of the international scientific community that global climate change is occurring. Human activities, particularly fossil-fuel use and certain agricultural practices, have led to higher-than-normal concentrations of certain gases in the atmosphere, notably carbon dioxide. These "greenhouse" gases trap heat near the earth and are the cause of climate change. Policy makers have rallied to build an international strategy to limit further greenhouse-gas emissions and manage the impacts of climate change. Global businesses, many of which initially balked at potential economic disruption from changes in the use of fossil fuel and other business practices, have begun to accept the need for change. This technical note explores international, political, and corporate responses to the impacts, risks, and opportunities associated with climate change. This note is the third in a series of three related notes on climate change; see also "The Challenge of Climate Change: Overview" (UVA-ENT-0036) and "The Science of Climate Change" (UVA-ENT-0037).