WHEN Dr. Bruno Dyck from the University of Manitoba gave me the opportunity to join his team in revising the textbook “Management: Financial, Social, and Ecological Well-Being,” I knew this would be more than just another academic project.
The experience pushed me to question and reflect on fundamental assumptions about how businesses approach sustainability and social responsibility. One striking realization emerged during our collaborative work: the stark difference between triple bottom line (TBL) thinking and what Bruno terms social and ecological thought (SET).
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