TY - JOUR
AU - Beloe, Seb
AB - W i n t e r 2 0 0 6 | V o l . 4 8 , N o . 2 | R E P R I N T S E R I E S C a l i f o rn ia Review Ma n a g e m e n t The Value Palette: A Tool for Full Spectrum Strategy John Elkington Jed Emerson Seb Beloe © 2006 by The Regents of the University of California The Value Palette: A TOOL FOR FULL SPECTRUM STRATEGY John Elkington Jed Emerson Seb Beloe f Communism was red, what color will twenty-first century capitalism be? Indeed, what colors would you give to the multiple forms of capital- ism, capital, and value? What would happen if entrepreneurs, investors, I board members, and managers could see, steer, and blend multiple streams of value as they went about their business? These questions may seem a little strange at first, but let’s try a thought experiment—one we hope will help frame business (and civil society) thinking around the business case for corpo- rate responsibility and sustainable development. In the process, we will look at some of the implications related to boards of directors, 
TI - The Value Palette: A Tool for Full Spectrum Strategy
JF - California Management Review
DO - 10.2307/41166336
DA - 2006-01-01
UR - https://www.deepdyve.com/lp/sage/the-value-palette-a-tool-for-full-spectrum-strategy-D0aiR2XPa8
SP - 6
EP - 28
VL - 48
IS - 2
DP - DeepDyve
ER -