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Sustainable development has become an arena where people bring already existing political and philosophical outlooks to a debate characterized by fundamental dichotomies. This paper presents an analysis of ten Australian Aboriginal law stories to derive a range of principles for how the Nhunggabarra people of Australia sustained their society against three such dichotomies: holism versus fragmentation, ‘strong’ versus ‘weak’ SD and growth versus no-growth economy. The Aboriginal sustainability model is possibly the oldest we have some evidence of, with a successful track record of several tens of thousands of years. It is a surprisingly ‘realistic’ model: neither representative of strong SD, nor giving arguments to no-growth proponents. The paper argues against a common perception that modern industrialized societies cannot learn from indigenous societies: it is a matter of perspective. Although many practices and solutions are not viable for our time, we can learn from the principles and the governance models as a whole. The Nhunggabarra society model provides a set of such principles, with a sustainability track record. Australia, therefore, has two models, the Aboriginal and the industrial, both implemented on a continent, which can be seen as a bellwether for the planet as a whole – a unique learning opportunity for the discourse on sustainable development. Copyright © 2009 John Wiley & Sons, Ltd and ERP Environment. [ABSTRACT FROM AUTHOR]

The challenge facing marketing (and business) is letting go of old assumptions and embarking on a journey of unprecedented uncertainty towards a more sustainable marketplace. Current marketing approaches are called into question in this paper and it is argued that they fail to represent adequately – and far less to confront – our relationships with products and the natural environment. This paper challenges marketing in this respect, investigating the consequences of putting marketing into an ecological context. By using the generative and creative power of metaphors we attempt to draw the sustainability debate away from the language of the mechanistic world; where matter is regarded as inert, mute, passive and exploitable. By using the ‘living product’ metaphor as a tool for change we explore the potential for a reorientation towards organizational–environmental configurations that are dynamic and flexible and provide space for dealing with uncertainty. These concepts are then illustrated in a number of practical examples, providing an insight into the potential of marketing in our search towards a more sustainable marketplace. Copyright © 2006 John Wiley & Sons, Ltd and ERP Environment. [ABSTRACT FROM AUTHOR]

This paper is part of the special issue of European Environment devoted to the outputs of the EU SRDTOOLS project,1 which developed and applied a new model of regional sustainable development evaluation. The paper introduces the concept and framework of the four-capital model, which was used in the project. First it discusses some issues around sustainable development evaluation, before introducing the theory of the four-capital model. It then describes how indicators can be used to evaluate programmes such as those financed by the EU Structural Funds against criteria for sustainable regional development in terms of the four capitals. An ‘ideal’ indicator set is listed in the appendix. Copyright © 2007 John Wiley & Sons, Ltd and ERP Environment. [ABSTRACT FROM AUTHOR]

Due to its fuzziness, the model of sustainable development has to be particularized and contextualized before it can be used as a yardstick. A local indicator system for two German cities has been developed to meet these requirements using a new conceptualization of sustainability. Initially, local problem areas were identified in a bottom-up approach by local authority personnel. These problem areas were contrasted with a set of sustainability rules, which had been systematically derived from a basic sustainability norm that gives minimum requirements for sustainable development. Indicators were specified at the interface between local problem areas and sustainability rules. The indicators are expected to provide information on whether the city is over time becoming closer to or farther removed from the respective sustainability goals in its problem areas. Copyright © 2008 John Wiley & Sons, Ltd and ERP Environment. [ABSTRACT FROM AUTHOR]