Theories of Change: Change Leadership Tools, Models and Applications for Investing in Sustainable Development
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
Cham
Springer International Publishing AG
2021
|
| Schriftenreihe: | Sustainable Finance Ser
|
| Schlagworte: | |
| Online-Zugang: | HWR01 |
| Beschreibung: | 1 Online-Ressource (503 Seiten) |
| ISBN: | 9783030522759 |
Internformat
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| 505 | 8 | |a Intro -- Foreword -- Why Research and Use Cases About Theories of Change? -- Preface -- Synthesis of Rational and Emotional Decision-Making -- A Theory of Change Underlying Rational Approaches -- Article Series on Data Analysis and Computer Simulation -- Contents -- Contributors -- Part I: Theories of Change: Defining the Research Agenda, Leadership and Change -- Theory of Change: Defining the Research Agenda -- 1 Relevance of Topic: Why a Research Agenda for Theories of Change in the Investment Context Is Necessary -- 2 Addressing the Research Gaps -- 3 Process Elements of Theories of Change are missing -- 4 Benefits of Applying a Theory of Change -- 5 Defining the Research Agenda -- References -- About Bridges and Goals: On the Art of Change Management as a Bridge to the Goals for a Sustainable World and a World of Susta... -- 1 Introduction -- 2 Requirements for Complex Change Processes: Post-modern Organising as Catalyser for the Transition to Sustainability (Thesis ... -- 3 Change Management in Social Contexts Means Addressing Practices: Insights in the Structure of Practice as a Fundament for Ch... -- 4 Actors Differ: A Categorisation by Micro-, Meso- and Macro-Level Helps to Identify and Address Carriers and Drivers of Chang... -- 5 Systems of Meaning and World Views: On the Stability of Self-absorbed Perspectives as Challenge for Change (Thesis Four) -- 6 Goal-Setting and Sensemaking: The Two Sides of Change (Thesis Five) -- 7 Interests and Change: On Interests Linked to Roles and Positions as Primary Targets for Change Management (Thesis Six) -- 8 Structures and Strategies: On Means for Change and on Avoiding a Cockpit-Effect (Thesis Seven) -- 9 Conclusion -- References -- Analysing the Credibility of Theories of Change -- 1 Theory of Change: Does It Do What It Says on the Box? -- 2 Old-School Development Theory | |
| 505 | 8 | |a 3 How Do We Go Forward: Learning from Models That Bring About Effective, Long-Lasting and Sustainable Change -- 4 Proposing a Viable, Efficient Alterative to the Classic Theories of Change and Their Inefficient Evaluations -- 5 Conclusion -- Failed Theories of Change: Misperceptions About ESG Investment and Investment Efforts to Combat Climate Change -- 1 Understand the Investor Intention -- 2 EU Regulation: Good Intention, Lots of Action-But Missing the Point? -- 3 How Can Financial Market Participants Combat Climate Change? -- 4 Engagements and Voting for Creating Impact in Secondary Markets -- 5 Theories of Change: Good Intention, Poor Execution -- Y.1: The Biological Code for Evolutionary Transformation and Strategic Investment Decisions -- 1 Theory of Change: From Evolutionary Purpose to Evolutionary Investment -- 2 Towards a New Paradigm of Transformation -- 3 Switching the Operating System: Transdifferentiation as a Model for Paradigm Change -- 4 Y.1: The Code for Evolutionary Transformation -- 5 DECIDE: Governing Evolutionary Transformation -- 6 Governing Evolutionary Transformation -- 7 Evolutionary Investment: Giving Back the Soul and Closing the Socio-economic Gap -- References -- Part II: Creating Global Frameworks -- Towards a Unifying Framework of Impact Assessment in Impact Investing -- 1 Pushing for Impact Assessment in Impact Investing -- 2 Dealing with Varied Definitions of Impact and Assessment -- 3 Clarifying Approaches and Methods of Social Impact Assessment -- 4 Reviewing Existing Frameworks of Impact Assessment -- 5 Assessing Impact Investing Practices -- 5.1 Reviewing Secondary Data -- 5.2 Reviewing State of Play of Impact Investors in Asia -- 6 Discussion and Recommendations -- 7 Conclusion -- Appendix -- References -- Social Reporting Standard (SRS): Making Social Impact Visible -- 1 Introduction | |
| 505 | 8 | |a 2 The Importance of Impact Reporting -- 3 What Is Impact? -- 4 The Structure of the Social Reporting Standard -- 5 Limitations -- 6 Conclusion and Outlook -- References -- Clustering of Negative Criteria: A Pragmatic Approach for the Implementation of SRI -- 1 Introduction -- 2 Defining the Problem -- 3 Clustering Criteria: Because One Size Does Not Fit All -- 4 Conclusion and Perspectives -- References -- Part III: Impact Investing -- Improving Early Childhood Development in Namibia with Result Based Financing -- 1 Introduction -- 1.1 ECD Service Landscape and Involved Organization -- 2 Exploring a Result Based Financing Model for Early Childhood Development in Namibia -- 2.1 Capacity Building for High Quality ECD Centers and for All Involved Stakeholders -- 3 Conclusion -- An Analysis on Impact Measurement: How Do We Measure Impact? -- 1 Impact Models -- 2 Cynefin Model: A Practical Aid -- 3 Change in Campaign(ing) Style -- 4 How Does Theory of Change (ToC) Lead to the Practice of Change? -- 5 The Steps for a Theory of Change -- 6 Lessons from Bihar/India -- 7 Advantages and Disadvantages -- 8 Conclusions -- The Lessons of Microcredit -- 1 Introduction: Sustainable Finance, a Concept in Danger of Dilution -- 2 The Microfinance Narrative -- 3 Theoretical Implications -- 4 India's Minsky Moment -- 5 The Feeble Response of the Microfinance Industry -- 6 Essential Elements of a Meaningful Change -- 7 Conclusion -- References -- Impact Investing Practice Report: Impact Analysis and Impact Reporting at BonVenture -- 1 Introduction -- 2 Impact Reporting at BonVenture -- 2.1 Conceptual and Regulatory Basis -- 2.2 Impact Analysis -- 2.2.1 Goal -- 2.2.2 Process -- 2.2.3 Portfolio Venture Example -- 2.3 Impact Reporting at Portfolio Venture Level -- 2.3.1 Goal -- 2.3.2 Process -- 2.3.3 Portfolio Venture Example -- 2.4 Impact Reporting at Fund Level | |
| 505 | 8 | |a 2.4.1 Goal -- 2.4.2 Process -- 2.4.3 Fund Example -- 3 Discussion -- References -- Part IV: Quantitative Analysis in Investing -- When Transparency Clouds Rather Than Clarifies: A Closer Look at Transparency Bias Within ESG Scores -- 1 Introduction -- 2 Analysis of Standard ESG Scores -- 3 Transparency Bias Present in Standard ESG Scores -- 3.1 Transparency: Highly Predictive of Standard ESG Scores -- 4 Transparency Bias Concealed as Regional Bias -- 4.1 ESG Scores Vary Significantly by Region: European Firms Perform Best, Emerging Markets Worst -- 5 Transparency Bias Concealed as Size Bias -- 5.1 Sizing Up Transparency Bias: The Larger the Company, the Bigger the Bias -- 6 Transparency Bias and Portfolio Performance -- 6.1 Investor Sentiment on the Value of ESG Ratings for Portfolio Performance -- 7 Sustainability Does Not Equal Transparency -- 8 Smart ESG: Free of Transparency Bias -- 8.1 Determining the Degree of Systematic Transparency Bias Within Standard ESG Scores -- 8.2 Smart ESG Corrects the Inflated Effect of Systematic Transparency Bias on ESG Scores -- 8.3 Standard ESG Scores Versus RobecoSAM Smart ESG Scores: Comparing Scores Highlights Major Regional Discrepancies -- 8.4 Harmonizing ESG Scores: Eliminating Transparency Noise Reduces Size Differences -- 9 Smart ESG Characteristics -- 9.1 Smart ESG Scores: Extracting Sustainability from Data, Enhancing Performance for Portfolios -- 10 Conclusion -- Comprehensive Simulation Meta Model for Transition Planning and Decision Analysis with Sustainable Impact -- 1 Introduction -- 2 Model Summary -- 3 Model Concept -- 3.1 Overview of the Simulation Meta Model -- 3.2 Synthesis of Domains -- 3.2.1 Overview of Modules -- 3.2.2 Special Modules -- 3.3 Synthesis of Scopes, Scales and Granularities -- 3.3.1 Scale -- 3.3.2 Scope: Dimensions of Spatial Coverage | |
| 505 | 8 | |a 3.3.3 Granularity: Controlling the Computational Cost -- 3.4 Synthesis by Model Specificity -- 3.5 Time Scales and Degrees of Dynamic Response -- 3.5.1 Degrees of Dynamic Response -- 3.5.2 Time of Knowledge and Real Time -- 3.6 Synthesis of Modeling Techniques -- 3.6.1 Structural Models -- 3.6.2 Statistical Models -- 3.6.3 Judgmental Models -- 4 Techniques for Model Synthesis -- 4.1 Networks, the Glue of the Model -- 4.2 Levels of Attention: System and Environment -- 4.3 Model Specificity Levels: Top-Down and Bottom-Up -- 5 Model Accuracy and Consistency -- 5.1 Use and Generation of Data -- 5.1.1 Data Availability Requirements -- 5.1.2 Data Processing Requirements -- 5.1.3 Expert Judgement -- 5.1.4 Data Format Requirements -- 5.1.5 Data Output -- 5.2 Controlling Accuracy -- 5.3 Model Locators -- 5.4 Model Selection Criteria -- 5.4.1 Model Coverage: Domain and Scope -- 5.4.2 Model Resolution: Granularity and Level of Specificity -- 5.4.3 Degree of Dynamic Response -- 5.4.4 Required Resources: Data, Computing Power, and Parameterization Effort -- 5.4.5 Model Quality -- 5.4.6 Model Diversity -- 5.4.7 Practical Considerations -- 6 Model Development Approach -- 6.1 Development around Use Cases -- 6.2 Analytics and Early Deliveries -- 6.2.1 From Scenario Analysis to a Fully Dynamic Simulation -- 6.2.2 Examples of Minimum Viable Products -- 6.3 Model Application and Development Cycles -- 6.3.1 Model Application and Development Phases -- 7 Example: Financially, Societally, and Environmentally Outperforming Investments -- 7.1 Use Case -- 7.2 System Overview -- 7.2.1 Issue Chains -- 7.2.2 From the Input to the Output -- 7.3 Anticipated Results -- 8 Conclusions -- Appendix -- Terminology and Key Term Definitions -- Interaction Between Use Case and Model Development -- Model Artefacts -- References -- Part V: Ecosystems | |
| 505 | 8 | |a Banking 4.0: Digital Ecosystems and Super-Apps | |
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Datensatz im Suchindex
| _version_ | 1804184182651355136 |
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| adam_txt | |
| any_adam_object | |
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| author | Wendt, Karen |
| author_facet | Wendt, Karen |
| author_role | aut |
| author_sort | Wendt, Karen |
| author_variant | k w kw |
| building | Verbundindex |
| bvnumber | BV048323619 |
| classification_rvk | QP 150 QP 720 |
| collection | ZDB-30-PQE |
| contents | Intro -- Foreword -- Why Research and Use Cases About Theories of Change? -- Preface -- Synthesis of Rational and Emotional Decision-Making -- A Theory of Change Underlying Rational Approaches -- Article Series on Data Analysis and Computer Simulation -- Contents -- Contributors -- Part I: Theories of Change: Defining the Research Agenda, Leadership and Change -- Theory of Change: Defining the Research Agenda -- 1 Relevance of Topic: Why a Research Agenda for Theories of Change in the Investment Context Is Necessary -- 2 Addressing the Research Gaps -- 3 Process Elements of Theories of Change are missing -- 4 Benefits of Applying a Theory of Change -- 5 Defining the Research Agenda -- References -- About Bridges and Goals: On the Art of Change Management as a Bridge to the Goals for a Sustainable World and a World of Susta... -- 1 Introduction -- 2 Requirements for Complex Change Processes: Post-modern Organising as Catalyser for the Transition to Sustainability (Thesis ... -- 3 Change Management in Social Contexts Means Addressing Practices: Insights in the Structure of Practice as a Fundament for Ch... -- 4 Actors Differ: A Categorisation by Micro-, Meso- and Macro-Level Helps to Identify and Address Carriers and Drivers of Chang... -- 5 Systems of Meaning and World Views: On the Stability of Self-absorbed Perspectives as Challenge for Change (Thesis Four) -- 6 Goal-Setting and Sensemaking: The Two Sides of Change (Thesis Five) -- 7 Interests and Change: On Interests Linked to Roles and Positions as Primary Targets for Change Management (Thesis Six) -- 8 Structures and Strategies: On Means for Change and on Avoiding a Cockpit-Effect (Thesis Seven) -- 9 Conclusion -- References -- Analysing the Credibility of Theories of Change -- 1 Theory of Change: Does It Do What It Says on the Box? -- 2 Old-School Development Theory 3 How Do We Go Forward: Learning from Models That Bring About Effective, Long-Lasting and Sustainable Change -- 4 Proposing a Viable, Efficient Alterative to the Classic Theories of Change and Their Inefficient Evaluations -- 5 Conclusion -- Failed Theories of Change: Misperceptions About ESG Investment and Investment Efforts to Combat Climate Change -- 1 Understand the Investor Intention -- 2 EU Regulation: Good Intention, Lots of Action-But Missing the Point? -- 3 How Can Financial Market Participants Combat Climate Change? -- 4 Engagements and Voting for Creating Impact in Secondary Markets -- 5 Theories of Change: Good Intention, Poor Execution -- Y.1: The Biological Code for Evolutionary Transformation and Strategic Investment Decisions -- 1 Theory of Change: From Evolutionary Purpose to Evolutionary Investment -- 2 Towards a New Paradigm of Transformation -- 3 Switching the Operating System: Transdifferentiation as a Model for Paradigm Change -- 4 Y.1: The Code for Evolutionary Transformation -- 5 DECIDE: Governing Evolutionary Transformation -- 6 Governing Evolutionary Transformation -- 7 Evolutionary Investment: Giving Back the Soul and Closing the Socio-economic Gap -- References -- Part II: Creating Global Frameworks -- Towards a Unifying Framework of Impact Assessment in Impact Investing -- 1 Pushing for Impact Assessment in Impact Investing -- 2 Dealing with Varied Definitions of Impact and Assessment -- 3 Clarifying Approaches and Methods of Social Impact Assessment -- 4 Reviewing Existing Frameworks of Impact Assessment -- 5 Assessing Impact Investing Practices -- 5.1 Reviewing Secondary Data -- 5.2 Reviewing State of Play of Impact Investors in Asia -- 6 Discussion and Recommendations -- 7 Conclusion -- Appendix -- References -- Social Reporting Standard (SRS): Making Social Impact Visible -- 1 Introduction 2 The Importance of Impact Reporting -- 3 What Is Impact? -- 4 The Structure of the Social Reporting Standard -- 5 Limitations -- 6 Conclusion and Outlook -- References -- Clustering of Negative Criteria: A Pragmatic Approach for the Implementation of SRI -- 1 Introduction -- 2 Defining the Problem -- 3 Clustering Criteria: Because One Size Does Not Fit All -- 4 Conclusion and Perspectives -- References -- Part III: Impact Investing -- Improving Early Childhood Development in Namibia with Result Based Financing -- 1 Introduction -- 1.1 ECD Service Landscape and Involved Organization -- 2 Exploring a Result Based Financing Model for Early Childhood Development in Namibia -- 2.1 Capacity Building for High Quality ECD Centers and for All Involved Stakeholders -- 3 Conclusion -- An Analysis on Impact Measurement: How Do We Measure Impact? -- 1 Impact Models -- 2 Cynefin Model: A Practical Aid -- 3 Change in Campaign(ing) Style -- 4 How Does Theory of Change (ToC) Lead to the Practice of Change? -- 5 The Steps for a Theory of Change -- 6 Lessons from Bihar/India -- 7 Advantages and Disadvantages -- 8 Conclusions -- The Lessons of Microcredit -- 1 Introduction: Sustainable Finance, a Concept in Danger of Dilution -- 2 The Microfinance Narrative -- 3 Theoretical Implications -- 4 India's Minsky Moment -- 5 The Feeble Response of the Microfinance Industry -- 6 Essential Elements of a Meaningful Change -- 7 Conclusion -- References -- Impact Investing Practice Report: Impact Analysis and Impact Reporting at BonVenture -- 1 Introduction -- 2 Impact Reporting at BonVenture -- 2.1 Conceptual and Regulatory Basis -- 2.2 Impact Analysis -- 2.2.1 Goal -- 2.2.2 Process -- 2.2.3 Portfolio Venture Example -- 2.3 Impact Reporting at Portfolio Venture Level -- 2.3.1 Goal -- 2.3.2 Process -- 2.3.3 Portfolio Venture Example -- 2.4 Impact Reporting at Fund Level 2.4.1 Goal -- 2.4.2 Process -- 2.4.3 Fund Example -- 3 Discussion -- References -- Part IV: Quantitative Analysis in Investing -- When Transparency Clouds Rather Than Clarifies: A Closer Look at Transparency Bias Within ESG Scores -- 1 Introduction -- 2 Analysis of Standard ESG Scores -- 3 Transparency Bias Present in Standard ESG Scores -- 3.1 Transparency: Highly Predictive of Standard ESG Scores -- 4 Transparency Bias Concealed as Regional Bias -- 4.1 ESG Scores Vary Significantly by Region: European Firms Perform Best, Emerging Markets Worst -- 5 Transparency Bias Concealed as Size Bias -- 5.1 Sizing Up Transparency Bias: The Larger the Company, the Bigger the Bias -- 6 Transparency Bias and Portfolio Performance -- 6.1 Investor Sentiment on the Value of ESG Ratings for Portfolio Performance -- 7 Sustainability Does Not Equal Transparency -- 8 Smart ESG: Free of Transparency Bias -- 8.1 Determining the Degree of Systematic Transparency Bias Within Standard ESG Scores -- 8.2 Smart ESG Corrects the Inflated Effect of Systematic Transparency Bias on ESG Scores -- 8.3 Standard ESG Scores Versus RobecoSAM Smart ESG Scores: Comparing Scores Highlights Major Regional Discrepancies -- 8.4 Harmonizing ESG Scores: Eliminating Transparency Noise Reduces Size Differences -- 9 Smart ESG Characteristics -- 9.1 Smart ESG Scores: Extracting Sustainability from Data, Enhancing Performance for Portfolios -- 10 Conclusion -- Comprehensive Simulation Meta Model for Transition Planning and Decision Analysis with Sustainable Impact -- 1 Introduction -- 2 Model Summary -- 3 Model Concept -- 3.1 Overview of the Simulation Meta Model -- 3.2 Synthesis of Domains -- 3.2.1 Overview of Modules -- 3.2.2 Special Modules -- 3.3 Synthesis of Scopes, Scales and Granularities -- 3.3.1 Scale -- 3.3.2 Scope: Dimensions of Spatial Coverage 3.3.3 Granularity: Controlling the Computational Cost -- 3.4 Synthesis by Model Specificity -- 3.5 Time Scales and Degrees of Dynamic Response -- 3.5.1 Degrees of Dynamic Response -- 3.5.2 Time of Knowledge and Real Time -- 3.6 Synthesis of Modeling Techniques -- 3.6.1 Structural Models -- 3.6.2 Statistical Models -- 3.6.3 Judgmental Models -- 4 Techniques for Model Synthesis -- 4.1 Networks, the Glue of the Model -- 4.2 Levels of Attention: System and Environment -- 4.3 Model Specificity Levels: Top-Down and Bottom-Up -- 5 Model Accuracy and Consistency -- 5.1 Use and Generation of Data -- 5.1.1 Data Availability Requirements -- 5.1.2 Data Processing Requirements -- 5.1.3 Expert Judgement -- 5.1.4 Data Format Requirements -- 5.1.5 Data Output -- 5.2 Controlling Accuracy -- 5.3 Model Locators -- 5.4 Model Selection Criteria -- 5.4.1 Model Coverage: Domain and Scope -- 5.4.2 Model Resolution: Granularity and Level of Specificity -- 5.4.3 Degree of Dynamic Response -- 5.4.4 Required Resources: Data, Computing Power, and Parameterization Effort -- 5.4.5 Model Quality -- 5.4.6 Model Diversity -- 5.4.7 Practical Considerations -- 6 Model Development Approach -- 6.1 Development around Use Cases -- 6.2 Analytics and Early Deliveries -- 6.2.1 From Scenario Analysis to a Fully Dynamic Simulation -- 6.2.2 Examples of Minimum Viable Products -- 6.3 Model Application and Development Cycles -- 6.3.1 Model Application and Development Phases -- 7 Example: Financially, Societally, and Environmentally Outperforming Investments -- 7.1 Use Case -- 7.2 System Overview -- 7.2.1 Issue Chains -- 7.2.2 From the Input to the Output -- 7.3 Anticipated Results -- 8 Conclusions -- Appendix -- Terminology and Key Term Definitions -- Interaction Between Use Case and Model Development -- Model Artefacts -- References -- Part V: Ecosystems Banking 4.0: Digital Ecosystems and Super-Apps |
| ctrlnum | (ZDB-30-PQE)EBC6607527 (ZDB-30-PAD)EBC6607527 (ZDB-89-EBL)EBL6607527 (OCoLC)1250384029 (DE-599)BVBBV048323619 |
| discipline | Wirtschaftswissenschaften |
| discipline_str_mv | Wirtschaftswissenschaften |
| format | Electronic eBook |
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tag="505" ind1="8" ind2=" "><subfield code="a">3 How Do We Go Forward: Learning from Models That Bring About Effective, Long-Lasting and Sustainable Change -- 4 Proposing a Viable, Efficient Alterative to the Classic Theories of Change and Their Inefficient Evaluations -- 5 Conclusion -- Failed Theories of Change: Misperceptions About ESG Investment and Investment Efforts to Combat Climate Change -- 1 Understand the Investor Intention -- 2 EU Regulation: Good Intention, Lots of Action-But Missing the Point? -- 3 How Can Financial Market Participants Combat Climate Change? -- 4 Engagements and Voting for Creating Impact in Secondary Markets -- 5 Theories of Change: Good Intention, Poor Execution -- Y.1: The Biological Code for Evolutionary Transformation and Strategic Investment Decisions -- 1 Theory of Change: From Evolutionary Purpose to Evolutionary Investment -- 2 Towards a New Paradigm of Transformation -- 3 Switching the Operating System: Transdifferentiation as a Model for Paradigm Change -- 4 Y.1: The Code for Evolutionary Transformation -- 5 DECIDE: Governing Evolutionary Transformation -- 6 Governing Evolutionary Transformation -- 7 Evolutionary Investment: Giving Back the Soul and Closing the Socio-economic Gap -- References -- Part II: Creating Global Frameworks -- Towards a Unifying Framework of Impact Assessment in Impact Investing -- 1 Pushing for Impact Assessment in Impact Investing -- 2 Dealing with Varied Definitions of Impact and Assessment -- 3 Clarifying Approaches and Methods of Social Impact Assessment -- 4 Reviewing Existing Frameworks of Impact Assessment -- 5 Assessing Impact Investing Practices -- 5.1 Reviewing Secondary Data -- 5.2 Reviewing State of Play of Impact Investors in Asia -- 6 Discussion and Recommendations -- 7 Conclusion -- Appendix -- References -- Social Reporting Standard (SRS): Making Social Impact Visible -- 1 Introduction</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">2 The Importance of Impact Reporting -- 3 What Is Impact? -- 4 The Structure of the Social Reporting Standard -- 5 Limitations -- 6 Conclusion and Outlook -- References -- Clustering of Negative Criteria: A Pragmatic Approach for the Implementation of SRI -- 1 Introduction -- 2 Defining the Problem -- 3 Clustering Criteria: Because One Size Does Not Fit All -- 4 Conclusion and Perspectives -- References -- Part III: Impact Investing -- Improving Early Childhood Development in Namibia with Result Based Financing -- 1 Introduction -- 1.1 ECD Service Landscape and Involved Organization -- 2 Exploring a Result Based Financing Model for Early Childhood Development in Namibia -- 2.1 Capacity Building for High Quality ECD Centers and for All Involved Stakeholders -- 3 Conclusion -- An Analysis on Impact Measurement: How Do We Measure Impact? -- 1 Impact Models -- 2 Cynefin Model: A Practical Aid -- 3 Change in Campaign(ing) Style -- 4 How Does Theory of Change (ToC) Lead to the Practice of Change? -- 5 The Steps for a Theory of Change -- 6 Lessons from Bihar/India -- 7 Advantages and Disadvantages -- 8 Conclusions -- The Lessons of Microcredit -- 1 Introduction: Sustainable Finance, a Concept in Danger of Dilution -- 2 The Microfinance Narrative -- 3 Theoretical Implications -- 4 India's Minsky Moment -- 5 The Feeble Response of the Microfinance Industry -- 6 Essential Elements of a Meaningful Change -- 7 Conclusion -- References -- Impact Investing Practice Report: Impact Analysis and Impact Reporting at BonVenture -- 1 Introduction -- 2 Impact Reporting at BonVenture -- 2.1 Conceptual and Regulatory Basis -- 2.2 Impact Analysis -- 2.2.1 Goal -- 2.2.2 Process -- 2.2.3 Portfolio Venture Example -- 2.3 Impact Reporting at Portfolio Venture Level -- 2.3.1 Goal -- 2.3.2 Process -- 2.3.3 Portfolio Venture Example -- 2.4 Impact Reporting at Fund Level</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">2.4.1 Goal -- 2.4.2 Process -- 2.4.3 Fund Example -- 3 Discussion -- References -- Part IV: Quantitative Analysis in Investing -- When Transparency Clouds Rather Than Clarifies: A Closer Look at Transparency Bias Within ESG Scores -- 1 Introduction -- 2 Analysis of Standard ESG Scores -- 3 Transparency Bias Present in Standard ESG Scores -- 3.1 Transparency: Highly Predictive of Standard ESG Scores -- 4 Transparency Bias Concealed as Regional Bias -- 4.1 ESG Scores Vary Significantly by Region: European Firms Perform Best, Emerging Markets Worst -- 5 Transparency Bias Concealed as Size Bias -- 5.1 Sizing Up Transparency Bias: The Larger the Company, the Bigger the Bias -- 6 Transparency Bias and Portfolio Performance -- 6.1 Investor Sentiment on the Value of ESG Ratings for Portfolio Performance -- 7 Sustainability Does Not Equal Transparency -- 8 Smart ESG: Free of Transparency Bias -- 8.1 Determining the Degree of Systematic Transparency Bias Within Standard ESG Scores -- 8.2 Smart ESG Corrects the Inflated Effect of Systematic Transparency Bias on ESG Scores -- 8.3 Standard ESG Scores Versus RobecoSAM Smart ESG Scores: Comparing Scores Highlights Major Regional Discrepancies -- 8.4 Harmonizing ESG Scores: Eliminating Transparency Noise Reduces Size Differences -- 9 Smart ESG Characteristics -- 9.1 Smart ESG Scores: Extracting Sustainability from Data, Enhancing Performance for Portfolios -- 10 Conclusion -- Comprehensive Simulation Meta Model for Transition Planning and Decision Analysis with Sustainable Impact -- 1 Introduction -- 2 Model Summary -- 3 Model Concept -- 3.1 Overview of the Simulation Meta Model -- 3.2 Synthesis of Domains -- 3.2.1 Overview of Modules -- 3.2.2 Special Modules -- 3.3 Synthesis of Scopes, Scales and Granularities -- 3.3.1 Scale -- 3.3.2 Scope: Dimensions of Spatial Coverage</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">3.3.3 Granularity: Controlling the Computational Cost -- 3.4 Synthesis by Model Specificity -- 3.5 Time Scales and Degrees of Dynamic Response -- 3.5.1 Degrees of Dynamic Response -- 3.5.2 Time of Knowledge and Real Time -- 3.6 Synthesis of Modeling Techniques -- 3.6.1 Structural Models -- 3.6.2 Statistical Models -- 3.6.3 Judgmental Models -- 4 Techniques for Model Synthesis -- 4.1 Networks, the Glue of the Model -- 4.2 Levels of Attention: System and Environment -- 4.3 Model Specificity Levels: Top-Down and Bottom-Up -- 5 Model Accuracy and Consistency -- 5.1 Use and Generation of Data -- 5.1.1 Data Availability Requirements -- 5.1.2 Data Processing Requirements -- 5.1.3 Expert Judgement -- 5.1.4 Data Format Requirements -- 5.1.5 Data Output -- 5.2 Controlling Accuracy -- 5.3 Model Locators -- 5.4 Model Selection Criteria -- 5.4.1 Model Coverage: Domain and Scope -- 5.4.2 Model Resolution: Granularity and Level of Specificity -- 5.4.3 Degree of Dynamic Response -- 5.4.4 Required Resources: Data, Computing Power, and Parameterization Effort -- 5.4.5 Model Quality -- 5.4.6 Model Diversity -- 5.4.7 Practical Considerations -- 6 Model Development Approach -- 6.1 Development around Use Cases -- 6.2 Analytics and Early Deliveries -- 6.2.1 From Scenario Analysis to a Fully Dynamic Simulation -- 6.2.2 Examples of Minimum Viable Products -- 6.3 Model Application and Development Cycles -- 6.3.1 Model Application and Development Phases -- 7 Example: Financially, Societally, and Environmentally Outperforming Investments -- 7.1 Use Case -- 7.2 System Overview -- 7.2.1 Issue Chains -- 7.2.2 From the Input to the Output -- 7.3 Anticipated Results -- 8 Conclusions -- Appendix -- Terminology and Key Term Definitions -- Interaction Between Use Case and Model Development -- Model Artefacts -- References -- Part V: Ecosystems</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Banking 4.0: Digital Ecosystems and Super-Apps</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Sustainable development</subfield></datafield><datafield tag="650" ind1="0" 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| id | DE-604.BV048323619 |
| illustrated | Not Illustrated |
| index_date | 2024-07-03T20:12:42Z |
| indexdate | 2024-07-10T09:35:16Z |
| institution | BVB |
| isbn | 9783030522759 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-033702914 |
| oclc_num | 1250384029 |
| open_access_boolean | |
| owner | DE-2070s |
| owner_facet | DE-2070s |
| physical | 1 Online-Ressource (503 Seiten) |
| psigel | ZDB-30-PQE ZDB-30-PQE HWR_PDA_PQE_Kauf |
| publishDate | 2021 |
| publishDateSearch | 2021 |
| publishDateSort | 2021 |
| publisher | Springer International Publishing AG |
| record_format | marc |
| series2 | Sustainable Finance Ser |
| spelling | Wendt, Karen Verfasser aut Theories of Change Change Leadership Tools, Models and Applications for Investing in Sustainable Development Cham Springer International Publishing AG 2021 ©2021 1 Online-Ressource (503 Seiten) txt rdacontent c rdamedia cr rdacarrier Sustainable Finance Ser Intro -- Foreword -- Why Research and Use Cases About Theories of Change? -- Preface -- Synthesis of Rational and Emotional Decision-Making -- A Theory of Change Underlying Rational Approaches -- Article Series on Data Analysis and Computer Simulation -- Contents -- Contributors -- Part I: Theories of Change: Defining the Research Agenda, Leadership and Change -- Theory of Change: Defining the Research Agenda -- 1 Relevance of Topic: Why a Research Agenda for Theories of Change in the Investment Context Is Necessary -- 2 Addressing the Research Gaps -- 3 Process Elements of Theories of Change are missing -- 4 Benefits of Applying a Theory of Change -- 5 Defining the Research Agenda -- References -- About Bridges and Goals: On the Art of Change Management as a Bridge to the Goals for a Sustainable World and a World of Susta... -- 1 Introduction -- 2 Requirements for Complex Change Processes: Post-modern Organising as Catalyser for the Transition to Sustainability (Thesis ... -- 3 Change Management in Social Contexts Means Addressing Practices: Insights in the Structure of Practice as a Fundament for Ch... -- 4 Actors Differ: A Categorisation by Micro-, Meso- and Macro-Level Helps to Identify and Address Carriers and Drivers of Chang... -- 5 Systems of Meaning and World Views: On the Stability of Self-absorbed Perspectives as Challenge for Change (Thesis Four) -- 6 Goal-Setting and Sensemaking: The Two Sides of Change (Thesis Five) -- 7 Interests and Change: On Interests Linked to Roles and Positions as Primary Targets for Change Management (Thesis Six) -- 8 Structures and Strategies: On Means for Change and on Avoiding a Cockpit-Effect (Thesis Seven) -- 9 Conclusion -- References -- Analysing the Credibility of Theories of Change -- 1 Theory of Change: Does It Do What It Says on the Box? -- 2 Old-School Development Theory 3 How Do We Go Forward: Learning from Models That Bring About Effective, Long-Lasting and Sustainable Change -- 4 Proposing a Viable, Efficient Alterative to the Classic Theories of Change and Their Inefficient Evaluations -- 5 Conclusion -- Failed Theories of Change: Misperceptions About ESG Investment and Investment Efforts to Combat Climate Change -- 1 Understand the Investor Intention -- 2 EU Regulation: Good Intention, Lots of Action-But Missing the Point? -- 3 How Can Financial Market Participants Combat Climate Change? -- 4 Engagements and Voting for Creating Impact in Secondary Markets -- 5 Theories of Change: Good Intention, Poor Execution -- Y.1: The Biological Code for Evolutionary Transformation and Strategic Investment Decisions -- 1 Theory of Change: From Evolutionary Purpose to Evolutionary Investment -- 2 Towards a New Paradigm of Transformation -- 3 Switching the Operating System: Transdifferentiation as a Model for Paradigm Change -- 4 Y.1: The Code for Evolutionary Transformation -- 5 DECIDE: Governing Evolutionary Transformation -- 6 Governing Evolutionary Transformation -- 7 Evolutionary Investment: Giving Back the Soul and Closing the Socio-economic Gap -- References -- Part II: Creating Global Frameworks -- Towards a Unifying Framework of Impact Assessment in Impact Investing -- 1 Pushing for Impact Assessment in Impact Investing -- 2 Dealing with Varied Definitions of Impact and Assessment -- 3 Clarifying Approaches and Methods of Social Impact Assessment -- 4 Reviewing Existing Frameworks of Impact Assessment -- 5 Assessing Impact Investing Practices -- 5.1 Reviewing Secondary Data -- 5.2 Reviewing State of Play of Impact Investors in Asia -- 6 Discussion and Recommendations -- 7 Conclusion -- Appendix -- References -- Social Reporting Standard (SRS): Making Social Impact Visible -- 1 Introduction 2 The Importance of Impact Reporting -- 3 What Is Impact? -- 4 The Structure of the Social Reporting Standard -- 5 Limitations -- 6 Conclusion and Outlook -- References -- Clustering of Negative Criteria: A Pragmatic Approach for the Implementation of SRI -- 1 Introduction -- 2 Defining the Problem -- 3 Clustering Criteria: Because One Size Does Not Fit All -- 4 Conclusion and Perspectives -- References -- Part III: Impact Investing -- Improving Early Childhood Development in Namibia with Result Based Financing -- 1 Introduction -- 1.1 ECD Service Landscape and Involved Organization -- 2 Exploring a Result Based Financing Model for Early Childhood Development in Namibia -- 2.1 Capacity Building for High Quality ECD Centers and for All Involved Stakeholders -- 3 Conclusion -- An Analysis on Impact Measurement: How Do We Measure Impact? -- 1 Impact Models -- 2 Cynefin Model: A Practical Aid -- 3 Change in Campaign(ing) Style -- 4 How Does Theory of Change (ToC) Lead to the Practice of Change? -- 5 The Steps for a Theory of Change -- 6 Lessons from Bihar/India -- 7 Advantages and Disadvantages -- 8 Conclusions -- The Lessons of Microcredit -- 1 Introduction: Sustainable Finance, a Concept in Danger of Dilution -- 2 The Microfinance Narrative -- 3 Theoretical Implications -- 4 India's Minsky Moment -- 5 The Feeble Response of the Microfinance Industry -- 6 Essential Elements of a Meaningful Change -- 7 Conclusion -- References -- Impact Investing Practice Report: Impact Analysis and Impact Reporting at BonVenture -- 1 Introduction -- 2 Impact Reporting at BonVenture -- 2.1 Conceptual and Regulatory Basis -- 2.2 Impact Analysis -- 2.2.1 Goal -- 2.2.2 Process -- 2.2.3 Portfolio Venture Example -- 2.3 Impact Reporting at Portfolio Venture Level -- 2.3.1 Goal -- 2.3.2 Process -- 2.3.3 Portfolio Venture Example -- 2.4 Impact Reporting at Fund Level 2.4.1 Goal -- 2.4.2 Process -- 2.4.3 Fund Example -- 3 Discussion -- References -- Part IV: Quantitative Analysis in Investing -- When Transparency Clouds Rather Than Clarifies: A Closer Look at Transparency Bias Within ESG Scores -- 1 Introduction -- 2 Analysis of Standard ESG Scores -- 3 Transparency Bias Present in Standard ESG Scores -- 3.1 Transparency: Highly Predictive of Standard ESG Scores -- 4 Transparency Bias Concealed as Regional Bias -- 4.1 ESG Scores Vary Significantly by Region: European Firms Perform Best, Emerging Markets Worst -- 5 Transparency Bias Concealed as Size Bias -- 5.1 Sizing Up Transparency Bias: The Larger the Company, the Bigger the Bias -- 6 Transparency Bias and Portfolio Performance -- 6.1 Investor Sentiment on the Value of ESG Ratings for Portfolio Performance -- 7 Sustainability Does Not Equal Transparency -- 8 Smart ESG: Free of Transparency Bias -- 8.1 Determining the Degree of Systematic Transparency Bias Within Standard ESG Scores -- 8.2 Smart ESG Corrects the Inflated Effect of Systematic Transparency Bias on ESG Scores -- 8.3 Standard ESG Scores Versus RobecoSAM Smart ESG Scores: Comparing Scores Highlights Major Regional Discrepancies -- 8.4 Harmonizing ESG Scores: Eliminating Transparency Noise Reduces Size Differences -- 9 Smart ESG Characteristics -- 9.1 Smart ESG Scores: Extracting Sustainability from Data, Enhancing Performance for Portfolios -- 10 Conclusion -- Comprehensive Simulation Meta Model for Transition Planning and Decision Analysis with Sustainable Impact -- 1 Introduction -- 2 Model Summary -- 3 Model Concept -- 3.1 Overview of the Simulation Meta Model -- 3.2 Synthesis of Domains -- 3.2.1 Overview of Modules -- 3.2.2 Special Modules -- 3.3 Synthesis of Scopes, Scales and Granularities -- 3.3.1 Scale -- 3.3.2 Scope: Dimensions of Spatial Coverage 3.3.3 Granularity: Controlling the Computational Cost -- 3.4 Synthesis by Model Specificity -- 3.5 Time Scales and Degrees of Dynamic Response -- 3.5.1 Degrees of Dynamic Response -- 3.5.2 Time of Knowledge and Real Time -- 3.6 Synthesis of Modeling Techniques -- 3.6.1 Structural Models -- 3.6.2 Statistical Models -- 3.6.3 Judgmental Models -- 4 Techniques for Model Synthesis -- 4.1 Networks, the Glue of the Model -- 4.2 Levels of Attention: System and Environment -- 4.3 Model Specificity Levels: Top-Down and Bottom-Up -- 5 Model Accuracy and Consistency -- 5.1 Use and Generation of Data -- 5.1.1 Data Availability Requirements -- 5.1.2 Data Processing Requirements -- 5.1.3 Expert Judgement -- 5.1.4 Data Format Requirements -- 5.1.5 Data Output -- 5.2 Controlling Accuracy -- 5.3 Model Locators -- 5.4 Model Selection Criteria -- 5.4.1 Model Coverage: Domain and Scope -- 5.4.2 Model Resolution: Granularity and Level of Specificity -- 5.4.3 Degree of Dynamic Response -- 5.4.4 Required Resources: Data, Computing Power, and Parameterization Effort -- 5.4.5 Model Quality -- 5.4.6 Model Diversity -- 5.4.7 Practical Considerations -- 6 Model Development Approach -- 6.1 Development around Use Cases -- 6.2 Analytics and Early Deliveries -- 6.2.1 From Scenario Analysis to a Fully Dynamic Simulation -- 6.2.2 Examples of Minimum Viable Products -- 6.3 Model Application and Development Cycles -- 6.3.1 Model Application and Development Phases -- 7 Example: Financially, Societally, and Environmentally Outperforming Investments -- 7.1 Use Case -- 7.2 System Overview -- 7.2.1 Issue Chains -- 7.2.2 From the Input to the Output -- 7.3 Anticipated Results -- 8 Conclusions -- Appendix -- Terminology and Key Term Definitions -- Interaction Between Use Case and Model Development -- Model Artefacts -- References -- Part V: Ecosystems Banking 4.0: Digital Ecosystems and Super-Apps Sustainable development Umweltökonomie (DE-588)4061638-1 gnd rswk-swf Führungskraft (DE-588)4071497-4 gnd rswk-swf Entwicklungsökonomie (DE-588)4213090-6 gnd rswk-swf Electronic books Umweltökonomie (DE-588)4061638-1 s Entwicklungsökonomie (DE-588)4213090-6 s Führungskraft (DE-588)4071497-4 s DE-604 Erscheint auch als Druck-Ausgabe Wendt, Karen Theories of Change Cham : Springer International Publishing AG,c2021 9783030522742 |
| spellingShingle | Wendt, Karen Theories of Change Change Leadership Tools, Models and Applications for Investing in Sustainable Development Intro -- Foreword -- Why Research and Use Cases About Theories of Change? -- Preface -- Synthesis of Rational and Emotional Decision-Making -- A Theory of Change Underlying Rational Approaches -- Article Series on Data Analysis and Computer Simulation -- Contents -- Contributors -- Part I: Theories of Change: Defining the Research Agenda, Leadership and Change -- Theory of Change: Defining the Research Agenda -- 1 Relevance of Topic: Why a Research Agenda for Theories of Change in the Investment Context Is Necessary -- 2 Addressing the Research Gaps -- 3 Process Elements of Theories of Change are missing -- 4 Benefits of Applying a Theory of Change -- 5 Defining the Research Agenda -- References -- About Bridges and Goals: On the Art of Change Management as a Bridge to the Goals for a Sustainable World and a World of Susta... -- 1 Introduction -- 2 Requirements for Complex Change Processes: Post-modern Organising as Catalyser for the Transition to Sustainability (Thesis ... -- 3 Change Management in Social Contexts Means Addressing Practices: Insights in the Structure of Practice as a Fundament for Ch... -- 4 Actors Differ: A Categorisation by Micro-, Meso- and Macro-Level Helps to Identify and Address Carriers and Drivers of Chang... -- 5 Systems of Meaning and World Views: On the Stability of Self-absorbed Perspectives as Challenge for Change (Thesis Four) -- 6 Goal-Setting and Sensemaking: The Two Sides of Change (Thesis Five) -- 7 Interests and Change: On Interests Linked to Roles and Positions as Primary Targets for Change Management (Thesis Six) -- 8 Structures and Strategies: On Means for Change and on Avoiding a Cockpit-Effect (Thesis Seven) -- 9 Conclusion -- References -- Analysing the Credibility of Theories of Change -- 1 Theory of Change: Does It Do What It Says on the Box? -- 2 Old-School Development Theory 3 How Do We Go Forward: Learning from Models That Bring About Effective, Long-Lasting and Sustainable Change -- 4 Proposing a Viable, Efficient Alterative to the Classic Theories of Change and Their Inefficient Evaluations -- 5 Conclusion -- Failed Theories of Change: Misperceptions About ESG Investment and Investment Efforts to Combat Climate Change -- 1 Understand the Investor Intention -- 2 EU Regulation: Good Intention, Lots of Action-But Missing the Point? -- 3 How Can Financial Market Participants Combat Climate Change? -- 4 Engagements and Voting for Creating Impact in Secondary Markets -- 5 Theories of Change: Good Intention, Poor Execution -- Y.1: The Biological Code for Evolutionary Transformation and Strategic Investment Decisions -- 1 Theory of Change: From Evolutionary Purpose to Evolutionary Investment -- 2 Towards a New Paradigm of Transformation -- 3 Switching the Operating System: Transdifferentiation as a Model for Paradigm Change -- 4 Y.1: The Code for Evolutionary Transformation -- 5 DECIDE: Governing Evolutionary Transformation -- 6 Governing Evolutionary Transformation -- 7 Evolutionary Investment: Giving Back the Soul and Closing the Socio-economic Gap -- References -- Part II: Creating Global Frameworks -- Towards a Unifying Framework of Impact Assessment in Impact Investing -- 1 Pushing for Impact Assessment in Impact Investing -- 2 Dealing with Varied Definitions of Impact and Assessment -- 3 Clarifying Approaches and Methods of Social Impact Assessment -- 4 Reviewing Existing Frameworks of Impact Assessment -- 5 Assessing Impact Investing Practices -- 5.1 Reviewing Secondary Data -- 5.2 Reviewing State of Play of Impact Investors in Asia -- 6 Discussion and Recommendations -- 7 Conclusion -- Appendix -- References -- Social Reporting Standard (SRS): Making Social Impact Visible -- 1 Introduction 2 The Importance of Impact Reporting -- 3 What Is Impact? -- 4 The Structure of the Social Reporting Standard -- 5 Limitations -- 6 Conclusion and Outlook -- References -- Clustering of Negative Criteria: A Pragmatic Approach for the Implementation of SRI -- 1 Introduction -- 2 Defining the Problem -- 3 Clustering Criteria: Because One Size Does Not Fit All -- 4 Conclusion and Perspectives -- References -- Part III: Impact Investing -- Improving Early Childhood Development in Namibia with Result Based Financing -- 1 Introduction -- 1.1 ECD Service Landscape and Involved Organization -- 2 Exploring a Result Based Financing Model for Early Childhood Development in Namibia -- 2.1 Capacity Building for High Quality ECD Centers and for All Involved Stakeholders -- 3 Conclusion -- An Analysis on Impact Measurement: How Do We Measure Impact? -- 1 Impact Models -- 2 Cynefin Model: A Practical Aid -- 3 Change in Campaign(ing) Style -- 4 How Does Theory of Change (ToC) Lead to the Practice of Change? -- 5 The Steps for a Theory of Change -- 6 Lessons from Bihar/India -- 7 Advantages and Disadvantages -- 8 Conclusions -- The Lessons of Microcredit -- 1 Introduction: Sustainable Finance, a Concept in Danger of Dilution -- 2 The Microfinance Narrative -- 3 Theoretical Implications -- 4 India's Minsky Moment -- 5 The Feeble Response of the Microfinance Industry -- 6 Essential Elements of a Meaningful Change -- 7 Conclusion -- References -- Impact Investing Practice Report: Impact Analysis and Impact Reporting at BonVenture -- 1 Introduction -- 2 Impact Reporting at BonVenture -- 2.1 Conceptual and Regulatory Basis -- 2.2 Impact Analysis -- 2.2.1 Goal -- 2.2.2 Process -- 2.2.3 Portfolio Venture Example -- 2.3 Impact Reporting at Portfolio Venture Level -- 2.3.1 Goal -- 2.3.2 Process -- 2.3.3 Portfolio Venture Example -- 2.4 Impact Reporting at Fund Level 2.4.1 Goal -- 2.4.2 Process -- 2.4.3 Fund Example -- 3 Discussion -- References -- Part IV: Quantitative Analysis in Investing -- When Transparency Clouds Rather Than Clarifies: A Closer Look at Transparency Bias Within ESG Scores -- 1 Introduction -- 2 Analysis of Standard ESG Scores -- 3 Transparency Bias Present in Standard ESG Scores -- 3.1 Transparency: Highly Predictive of Standard ESG Scores -- 4 Transparency Bias Concealed as Regional Bias -- 4.1 ESG Scores Vary Significantly by Region: European Firms Perform Best, Emerging Markets Worst -- 5 Transparency Bias Concealed as Size Bias -- 5.1 Sizing Up Transparency Bias: The Larger the Company, the Bigger the Bias -- 6 Transparency Bias and Portfolio Performance -- 6.1 Investor Sentiment on the Value of ESG Ratings for Portfolio Performance -- 7 Sustainability Does Not Equal Transparency -- 8 Smart ESG: Free of Transparency Bias -- 8.1 Determining the Degree of Systematic Transparency Bias Within Standard ESG Scores -- 8.2 Smart ESG Corrects the Inflated Effect of Systematic Transparency Bias on ESG Scores -- 8.3 Standard ESG Scores Versus RobecoSAM Smart ESG Scores: Comparing Scores Highlights Major Regional Discrepancies -- 8.4 Harmonizing ESG Scores: Eliminating Transparency Noise Reduces Size Differences -- 9 Smart ESG Characteristics -- 9.1 Smart ESG Scores: Extracting Sustainability from Data, Enhancing Performance for Portfolios -- 10 Conclusion -- Comprehensive Simulation Meta Model for Transition Planning and Decision Analysis with Sustainable Impact -- 1 Introduction -- 2 Model Summary -- 3 Model Concept -- 3.1 Overview of the Simulation Meta Model -- 3.2 Synthesis of Domains -- 3.2.1 Overview of Modules -- 3.2.2 Special Modules -- 3.3 Synthesis of Scopes, Scales and Granularities -- 3.3.1 Scale -- 3.3.2 Scope: Dimensions of Spatial Coverage 3.3.3 Granularity: Controlling the Computational Cost -- 3.4 Synthesis by Model Specificity -- 3.5 Time Scales and Degrees of Dynamic Response -- 3.5.1 Degrees of Dynamic Response -- 3.5.2 Time of Knowledge and Real Time -- 3.6 Synthesis of Modeling Techniques -- 3.6.1 Structural Models -- 3.6.2 Statistical Models -- 3.6.3 Judgmental Models -- 4 Techniques for Model Synthesis -- 4.1 Networks, the Glue of the Model -- 4.2 Levels of Attention: System and Environment -- 4.3 Model Specificity Levels: Top-Down and Bottom-Up -- 5 Model Accuracy and Consistency -- 5.1 Use and Generation of Data -- 5.1.1 Data Availability Requirements -- 5.1.2 Data Processing Requirements -- 5.1.3 Expert Judgement -- 5.1.4 Data Format Requirements -- 5.1.5 Data Output -- 5.2 Controlling Accuracy -- 5.3 Model Locators -- 5.4 Model Selection Criteria -- 5.4.1 Model Coverage: Domain and Scope -- 5.4.2 Model Resolution: Granularity and Level of Specificity -- 5.4.3 Degree of Dynamic Response -- 5.4.4 Required Resources: Data, Computing Power, and Parameterization Effort -- 5.4.5 Model Quality -- 5.4.6 Model Diversity -- 5.4.7 Practical Considerations -- 6 Model Development Approach -- 6.1 Development around Use Cases -- 6.2 Analytics and Early Deliveries -- 6.2.1 From Scenario Analysis to a Fully Dynamic Simulation -- 6.2.2 Examples of Minimum Viable Products -- 6.3 Model Application and Development Cycles -- 6.3.1 Model Application and Development Phases -- 7 Example: Financially, Societally, and Environmentally Outperforming Investments -- 7.1 Use Case -- 7.2 System Overview -- 7.2.1 Issue Chains -- 7.2.2 From the Input to the Output -- 7.3 Anticipated Results -- 8 Conclusions -- Appendix -- Terminology and Key Term Definitions -- Interaction Between Use Case and Model Development -- Model Artefacts -- References -- Part V: Ecosystems Banking 4.0: Digital Ecosystems and Super-Apps Sustainable development Umweltökonomie (DE-588)4061638-1 gnd Führungskraft (DE-588)4071497-4 gnd Entwicklungsökonomie (DE-588)4213090-6 gnd |
| subject_GND | (DE-588)4061638-1 (DE-588)4071497-4 (DE-588)4213090-6 |
| title | Theories of Change Change Leadership Tools, Models and Applications for Investing in Sustainable Development |
| title_auth | Theories of Change Change Leadership Tools, Models and Applications for Investing in Sustainable Development |
| title_exact_search | Theories of Change Change Leadership Tools, Models and Applications for Investing in Sustainable Development |
| title_exact_search_txtP | Theories of Change Change Leadership Tools, Models and Applications for Investing in Sustainable Development |
| title_full | Theories of Change Change Leadership Tools, Models and Applications for Investing in Sustainable Development |
| title_fullStr | Theories of Change Change Leadership Tools, Models and Applications for Investing in Sustainable Development |
| title_full_unstemmed | Theories of Change Change Leadership Tools, Models and Applications for Investing in Sustainable Development |
| title_short | Theories of Change |
| title_sort | theories of change change leadership tools models and applications for investing in sustainable development |
| title_sub | Change Leadership Tools, Models and Applications for Investing in Sustainable Development |
| topic | Sustainable development Umweltökonomie (DE-588)4061638-1 gnd Führungskraft (DE-588)4071497-4 gnd Entwicklungsökonomie (DE-588)4213090-6 gnd |
| topic_facet | Sustainable development Umweltökonomie Führungskraft Entwicklungsökonomie |
| work_keys_str_mv | AT wendtkaren theoriesofchangechangeleadershiptoolsmodelsandapplicationsforinvestinginsustainabledevelopment |