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Gail Whiteman learned to be a beaver trapper by working in the field with a Cree tallyman in Eastern James Bay, Québec. An account of her managerial experiences and some potential lessons for organizations were reported in Whiteman and Cooper (2000). Central to her managerial experience was the sense of being ecologically embedded – literally being grounded in the local ecology. From that experience we suggested that resources are more likely to be cared for if managers have a strong ecological sense of who and where they are. Banerjee and Linstead (2004) have provided an extensive critique of our article. We itemize the sins with which we are charged and provide responses to the more central criticisms. We close by reiterating the purpose of the original article and what we continue to believe are the virtues of the main points.

Traditional models of transnational advocacy networks (TANs) and stakeholder management do not capture the nuance and dynamics of (counter-)organizing processes around anti-corporate mobilization. Based on the case of a resistance movement against a planned bauxite mine on tribal land in India, we develop a process theory of interactions between local, national and international actors within transnational advocacy networks. These encounters are not always friendly and are often characterized by conflict between actors with disparate goals and interests. We highlight the importance of national advocacy networks (NANs) in anti-corporate social movements and describe the conflicts and disruptions that result from ignoring them. Our findings also point to the role of corporate counter-mobilization strategies in shaping resistance movements. Our narrative revolves around a particular focal actor in the anti-mining campaign: a young tribal man who emerged as a passionate spokesperson for the movement, but later became a supporter of the controversial mine. Our findings contribute to a richer understanding of the processes underlying transnational and national anti-corporate mobilization.

Scholars from a wide range of disciplines and perspectives have sought to unravel the high complexities of sustainability. A mature understanding of sustainability management requires studies to adopt a multidisciplinary systemic lens capable of appreciating the interconnectivity of economic, political, social and ecological issues across temporal and spatial dimensions. Yet the field of systems thinking in the context of sustainability management research is disparate and can benefit from a comprehensive review in order to assimilate the current fragmented body of research and to identify promising research directions. To address this gap, we conducted a review of the systems thinking and sustainability management literature from 1990 up to 2015 including 96 articles. In this review, we first present descriptives that show an emerging body of work rapidly growing since 2011. We found that 54 percent of articles were published in two transdisciplinary journals, demonstrating that a systemic approach is not yet prevalent in mainstream management journals. Second, we identify and describe the core theoretical concepts of systems thinking found in the literature including interconnections, feedbacks, adaptive capacity, emergence and self-organization. Third, findings show a number of research themes, including behavioral change, leadership, innovation, industrial ecology, social-ecological systems, transitions management, paradigm shifts and sustainability education. Finally we offer a cross-scale integrated framework of our findings, and conclude by identifying a number of promising research opportunities.

Educational approaches addressing environmental sustainability are of growing interest to management educators. The James Bay Cree in Canada offer a novel and ecologically embedded approach to management education as an inspiring template for integrating a deep sense-of-place within management education. The authors describe the Cree approach as "managing outside"; literally managing out of doors on (and with) the land. They develop their ideas collaboratively with FJ, a Cree tallyman (a senior hunter and leader of his family's hunting territory). FJ challenges modern managers and students interested in sustainability to learn how to manage and educate outside, to relocate and relate their management education to specific local places by working collaboratively with Indigenous Peoples in a participatory manner.

Professor Michael Mann is one of the world's leading climate scientists and best known for his work on historical temperature trends and hemispherical climate reconstructions, including the iconic 'hockey stick' graph of long-term temperature variations. As a result of his work, Professor Mann became a central target of criticism from conservative politicians, industry groups and the climate change denial industry. The following edited interview was conducted in October 2012.

This paper develops a strategic perspective for business to contribute to the innovation of societal systems. Sustainability issues at the level of societal sectors cannot be addressed by single organizations but need to be thought of as systemic challenges in which business, government and civil society each play different roles. Sustainability involves structural changes over longer periods of time, and requires co-evolutionary changes in technology, economy, culture and organizational forms. We propose that the transition management framework offers a fruitful way to analyze such co-evolutionary processes of social transformation and subsequently develop strategies to infl uence and accelerate such processes. We present the case of two firms working in this new context of transition management in The Netherlands. From these cases we conceptualize a more general approach for business to redefine and reframe the societal context in which it is operating and develop novel business strategies.

Arctic feedbacks accelerate climate change through carbon releases from thawing permafrost and higher solar absorption from reductions in the surface albedo, following loss of sea ice and land snow. Here, we include dynamic emulators of complex physical models in the integrated assessment model PAGE-ICE to explore nonlinear transitions in the Arctic feedbacks and their subsequent impacts on the global climate and economy under the Paris Agreement scenarios. The permafrost feedback is increasingly positive in warmer climates, while the albedo feedback weakens as the ice and snow melt. Combined, these two factors lead to significant increases in the mean discounted economic effect of climate change: +4.0% ($24.8 trillion) under the 1.5 °C scenario, +5.5% ($33.8 trillion) under the 2 °C scenario, and +4.8% ($66.9 trillion) under mitigation levels consistent with the current national pledges. Considering the nonlinear Arctic feedbacks makes the 1.5 °C target marginally more economically attractive than the 2 °C target, although both are statistically equivalent. ; This work is part of the ICE-ARC project funded by the European Union's 7th Framework Programme, (grant 603887, contribution 006). D.Y. received additional funding from ERIM, Erasmus University Rotterdam, and Paul Ekins at the ISR, University College London. K.S. was funded by NSF (grant 1503559) and NASA (grants NNX14A154G, NNX17AC59A). E.J. was funded by the NGEE Arctic project supported by the BER Office of Science at the U.S. DOE. Y.E. was funded by the NSF (grant 1900795). E.B. was supported by the UK Met Office Hadley Centre Climate Programme funded by BEIS and DEFRA.