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This chapter explores the evolution of a network, initially based on providing sustainable seafood through Loblaw’s supply chain, to a network that is collectively working to improve ocean health. It describes the role of the CEO and key managers, the internal changes taken by Loblaw to become a more sustainable organization, and the external partnering that resulted in a more coherent network with shared goals.

The chapter describes models and theories of sustainable organizations, issue nets, and collaboration and then applies the concepts to understand Loblaw’s sustainability journey and the creation of a network.

The model of the evolution to a sustainable organization is extended to include the journey to sustainable issue or domain networks. What Loblaw and the partnering organizations were able to create suggests that there are increasing levels of collaboration around changing a domain, if there is the courage to take a leap of faith and increase an organization’s time horizon beyond immediate financial demands.

The findings of this chapter will help senior executives with responsibility for shifting supply chains to become more sustainable. In addition, this case provides a new level of detail in describing the journey to sustainability, shifting from a company focus to an issue focus.

This study applies theoretical perspectives from urban, environmental, and organization studies to examine if “smart growth” represents an ecological restructuring of the political economy of conventional urban development, long theorized as a “growth machine” (Molotch, H. (1976) The city as growth machine: Toward a political economy of place. American Journal of Sociology, 82, 309–332; Logan & Molotch, 2007); the purpose is to determine if there is a “smart growth machine.”

Nine smart growth projects (SGPs) in four cities in California and Oregon were identified and semistructured interviews were held with the respective developers, architects, and civic officials involved in their implementation process. Comparative, descriptive, and grounded approaches were used to generate themes from interviews and other data sources.

The findings suggest that an ecological modernization of urban political economy occurs through the coordination of entrepreneurial action, technical expertise, and “smart” regulation. Individual and institutional entrepreneurs shift the organizational field of urban development. Technical expertise is needed to make projects sustainable and financially feasible. Finally, a “smart” regulatory framework that balances regulations and incentives is needed to forge cooperative relationships between local governments and developers. This constellation of actors and institutions represents a smart growth machine.

The author questions whether urban growth can become “smart” using an original study of nine SGPs in four cities across California and Oregon.

In this paper, I compare Theodore Schatzki’s practice theory, the existential phenomenology of Martin Heidegger upon whom Schatzki drew in its formation, and my own theory of institutional logics which I have sought to develop as a religious sociology of institution. I examine how Schatzki and I both differently locate our thinking at the level of practice. In this essay I also explore the possibility of appropriating Heidegger’s religious ontology of worldhood, which Schatzki rejects, in that project. My institutional logical position is an atheological religious one, poly-onto-teleological. Institutional logics are grounded in ultimate goods which are praiseworthy “objects” of striving and practice, signifieds to which elements of an institutional logic have a non-arbitrary relation, sources of and references for practical norms about how one should have, make, do or be that good, and a basis of knowing the world of practice as ordered around such goods. Institutional logics are constellations co-constituted by substances, not fields animated by values, interests or powers.

Because we are speaking against “values,” people are horrified at a philosophy that ostensibly dares to despise humanity’s best qualities. For what is more “logical” than that a thinking that denies values must necessarily pronounce everything valueless? Martin Heidegger, “Letter on Humanism” (2008a, p. 249).

Schein (1985) defines a career anchor as a person's perceived area of competence, values, and motives that he or she would not want to forfeit when faced with a career decision that might prevent him or her from fulfilling it. Hardin, Stocks and Graves (2001) utilized Schein's Career Orientation Inventory to determine the predominant career anchors of Certified Public Accountants (CPAs) and to investigate the relationship of CPA career anchor and job setting. This chapter builds on the Hardin et al. study and focuses on the younger professional accountant. This younger generation of accountants are part of the millennial generation, which prior research has indicated vary significantly in their wants, values, and desires for an employment situation. Based on the survey results, 46.1% of the millennials possess a Lifestyle career anchor, 18.0% possess a Security career anchor, and 12.4% possess a Service career anchor. Each of the other five career anchors were selected by fewer than 8.0% of the respondents. The results suggest the career anchors of today's millennial professional accountants differ from those of professional accountants some 15 years ago. In particular, the Security career anchor is far more prevalent than in the past, which suggests millennial accountants have an increased interest in job security. This research provides important information to organizations seeking to recruit and retain young accounting professionals. Similarly, young professionals should be aware of their career anchor, so they can manage their career choices, rather than conform to choices that others make for them.

Discusses prevention of lead poisoning among US children, claiming that it is entirely preventable yet is the most common environmentally induced disease in children. Outlines the extent of the problem then focuses on legislation, what the various acts were meant to achieve, and how they can be enforced. Explains how sociological skills were used in the author’s work for the US Department of Housing and Urban Development. Indicates that sociologists can help in a number of fields not immediately linked to sociology.