• Journal of the Korea Safety Management & Science
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• v.7 no.2
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• pp.153-161
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• 2005

This paper is to construct the integrated sustainable management (ISM) system. This research focuses on the intergration of two concepts - balanced scorecard management system and the three pillars of sustainability. The system certification, product certification, innovation and participation tools are considered in constitutional elements for ISM system. Finally, this paper proposes the causal analysis, the third assessment, reporting for ISM system.

• International Journal of Costume and Fashion
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• v.16 no.1
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• pp.55-70
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• 2016

The existing research on sustainability in the apparel industry provides no clear consensus on the definition of sustainability for the apparel brands and how sustainability of apparel brands as it is perceived by consumers can be measured. To fill this gap in research, the present study proposes and tests a confirmatory model of sustainability for apparel brands based on the three pillars of sustainability (i.e., economic, environmental, social sustainability) theorized in the Triple Bottom Line model. A survey of 754 U.S. consumers provided data for empirical testing. The results support the three-dimensional factor structure of sustainability for apparel brands and reveal that a second-order sustainability exerts a significant impact on both brand image and brand trust. The findings provide theoretical implications for researchers and practical managerial suggestions for marketers.

• THE INTERNATIONAL COMMERCE & LAW REVIEW
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• v.46
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• pp.29-60
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• 2010

The incentive and reasons to publish FIDIC Conditions of Contract for Design, Build and Operate Projects(DBO Form) are manifold. It is partly a response to the increasing need for sophisticated project delivery methods in both the public and private sectors and the already widespread use of the FIDIC Yellow Book with operation and maintenance obligations and partly a response to the challenge to decrease maintenance cost to a minimum by means of a new procurement route. As a result, FIDIC has developed a new model form to meet this market place requirement. On the other hand, FIDIC did not simply adapt the Yellow Book but has developed a new form from it, whilst preserving the style of the already known FIDIC Forms and maintaining the wording where it was not necessary to change it for the purposes of a DBO Form. Moreover DBO Form fills up supposed gaps in other FIDIC Forms and ameliorates the claim management and dispute management framework. FIDIC DBO approach may be shortly summarized as follows. First, DBO Form provides for single project responsibility. Second, DBO Form has the clear objective of ensuring the use of a most reliable and efficient technology at the lowest life-cycle cost. Third, DBO Form is intended to operate as an effective quality increase in the design and construction of projects. Fourth, DBO Form is intended to provide significant benefits with regard to system integration and reduction of risks. Fifth, DBO Form accelerates and enhances completion schedule compliance. Sixth, DBO takes care of all three supporting pillars of sustainability(including economical, environmental and social elements). DBO Form is obviously a good starting point for negotiations and the preparation of calls for tenders, thus saving the parties time and money. However, existing cultural and legal differences, particular local conditions and the particular needs of some branches of the industry may require the form to be adapted according to the particular needs of a project. And Civil law practitioners are strongly recommended to verify carefully the underlying legal concepts and background of each clause of the General Conditions in order to avoid unnecessary and sometimes unnatural changes and amendments being made. Note that when preparing the Particular Conditions ensure that terminology is consistent and that existing inherent concepts should not be ignored.