Ecosystem Stewardship: Sustainability Strategies for a Rapidly Changing Planet
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Development of an Adventist Radio Program for Farmers in Tamil Nadu
Andrews University Digital Commons @ Andrews University Dissertation Projects DMin Graduate Research 2000 Development of an Adventist Radio Program for Farmers in Tamil Nadu Thambiraj Mantharasalam Subbiah Andrews University Follow this and additional works at: https://digitalcommons.andrews.edu/dmin Part of the Practical Theology Commons Recommended Citation Subbiah, Thambiraj Mantharasalam, "Development of an Adventist Radio Program for Farmers in Tamil Nadu" (2000). Dissertation Projects DMin. 572. https://digitalcommons.andrews.edu/dmin/572 This Project Report is brought to you for free and open access by the Graduate Research at Digital Commons @ Andrews University. It has been accepted for inclusion in Dissertation Projects DMin by an authorized administrator of Digital Commons @ Andrews University. For more information, please contact [email protected]. ABSTRACT DEVELOPMENT OF AN ADVENTIST RADIO PROGRAM FOR FARMERS IN TAMIL NADU by Thambiraj Mantharasalam Subbiah Adviser: Nancy Vyhmeister ABSTRACT OF GRADUATE STUDENT RESEARCH Dissertation Andrews University Seventh-day Adventist Theological Seminary Title: THE DEVELOPMENT OF AN ADVENTIST RADIO PROGRAM FOR FARMERS IN TAMIL NADU Name of researcher: Thambiraj M. Subbiah Name and degree of faculty adviser: Nancy Vyhmeister, Ed.D. Date completed: September 2000 Problem Tamil Nadu is one of the states of India located in the southern part. The people who live in the state are called Tamils. Agriculture is the main occupation of this state. About 70 percent of the total population of the state are farmers. Hinduism is the main core of their religion. Hinduism taught them various beliefs, such as salvation by work and transmigration of the soul. At the same time, the farmers are caught up with various traditional beliefs which are very much influenced by their agricultural activities. -
Beyond Stewardship: Toward an Agapeic Environmental Ethic
Marquette University e-Publications@Marquette Dissertations, Theses, and Professional Dissertations (1934 -) Projects Beyond Stewardship: Toward an Agapeic Environmental Ethic Christopher J. Vena Marquette University Follow this and additional works at: https://epublications.marquette.edu/dissertations_mu Part of the Ethics in Religion Commons, Philosophy Commons, and the Religious Thought, Theology and Philosophy of Religion Commons Recommended Citation Vena, Christopher J., "Beyond Stewardship: Toward an Agapeic Environmental Ethic" (2009). Dissertations (1934 -). 16. https://epublications.marquette.edu/dissertations_mu/16 BEYOND STEWARDSHIP: TOWARD AN AGAPEIC ENVIRONMENTAL ETHIC by Christopher J. Vena, B.A., M.A. A Dissertation submitted to the Faculty of the Graduate School, Marquette University, in Partial Fulfillment of the Requirements for the Degree of Doctor of Philosophy Milwaukee, Wisconsin December 2009 ABSTRACT BEYOND STEWARDSHIP: TOWARD AN AGAPEIC ENVIRONMENTAL ETHIC Christopher J. Vena, B.A., M.A. Marquette University, 2009 One of the unfortunate implications of industrialization and the rapid expansion of global commerce is the magnification of the impact that humans have on their environment. Exponential population growth, along with growing technological capabilities, has allowed human societies to alter their terrain in unprecedented and destructive ways. The cumulative effect has been significant to the point that the blame for widespread environmental degradation must be pinned squarely on human shoulders. Because of our dependence on these systems for survival, the threat to the environment is a threat to human life. The root of the ecological crisis is found in human attitudes and behaviors. In the late 1960’s it was suggested that Christianity was a key source of the problem because it promoted the idea of human “dominion” over creation. -
Stewardship and the Kingdom of God
Stewardship and the Kingdom of God Stewardship and the Kingdom of God Copyright © 2001 Ronald Walborn and Frank Chan All rights reserved. Office of Church Stewardship The Christian and Missionary Alliance 8595 Explorer Drive, Colorado Springs, CO 80920 800-485-8979 • www.cmalliance.org TABLE OF CONTENTS Introduction . 1 Ch. 1 — Stewardship Defined . 7 The Concept of Stewardship in the Old Testament . 8 The Concept of Stewardship in the New Testament . 10 Principles of Stewardship . 13 Ch. 2 — Practical Directives on Four Related Issues . 19 Spiritual Warfare . 19 The Health-and-Wealth Gospel . 23 The Spirit of the Tithe . 28 The Stranglehold of Debt . 33 Summary . 41 End Notes . 43 Introduction There is a crisis in Christianity today. Many churches and denominations are struggling to reach their financial goals and fund their visions. We in The Christian and Missionary Alliance are no strangers to this struggle. But the crisis we face is not primarily a struggle of stewardship. It is a crisis of discipleship. Certainly, stewardship flows out of this broader category of discipleship, but the central issue is the totality of what it means to be a follower of Jesus in the twenty-first century. The church in North America has tragically and unknowingly reduced following Jesus to a series of creeds to believe and a group of prayers to be prayed. Lost in our evangelism is the radical call to leave the kingdom of this world and come under the rule and reign of God. Our call to become citizens of the Kingdom of God has made few demands on previous worldly allegiances. -
Consortium for Environmental Stewardship and Sustainability
MEMBER BENEFITS SEMINAR ACTIVITIES • Access to an international and Sustainability Seminar at Kansas State University (CHE 670) interdisciplinary network of organizations and individuals with an interest in This seminar emphasizes the intersections of sustainability; sustainability science, engineering, social • Opportunities to direct and propose science, and economics. The topics covered projects; include water, green engineering, life cycle • Participation in future events; analysis, energy, environmental management, sustainable development, • Opportunities to work with partners on policy, and decision-making. This course is common goals; CESAS available each semester. Access to sustainability information and • resources; and Consortium for • Partner organizations are connected FOR MORE INFORMATION through a consortium website. Environmental Larry Erickson ([email protected]) Stewardship and HOW TO BECOME A Jennifer Anthony ([email protected]) CONSORTIUM PARTNER Blase Leven ([email protected]) Sustainability • Nominate a representative from your Consortium for Environmental organization and provide contact Stewardship and Sustainability (CESAS) information and Internet URL to the Kansas State University consortium 104 Ward Hall • Propose initiatives and invite consortium Manhattan, KS 66506 members to participate 785-532-6519 • Donate to KSU Foundation account [email protected] I24260 for Environmental Stewardship and Sustainability (consortium dues are http://www.engg.ksu.edu/CHSR/sustainability voluntary) /CESAS 20150413 WHAT IS CESAS? CESAS OBJECTIVES 4. Land Management and Use (e.g. erosion, The Consortium for Environmental urban planning, protection) 1. Encourage scientific, social, and policy Stewardship and Sustainability (CESAS) is 5. Agriculture (e.g. crops, animal research in sustainability. a network of partner organizations choosing production, environmental management) 2. Educate students and the public in to work collaboratively to advance environmental stewardship and 6. -
Stewardship Education Best Practices Planning Guide Anie L / Ohio D Nr © Tim D
Stewardship Education Best Practices Planning Guide NR D / OHIO L ANIE D © TIM A Project of the Association of Fish and Wildlife Agencies’ North American Conservation Education Strategy Funded by a Multistate Grant of the Sport Fish and Wildlife Restoration Program May 2008 © LUCAS CAVALHEIRO PHOTO / DREAMSTIME.COM Stewardship Education Best Practices Planning Guide Association of Fish and Wildlife Agencies 444 N. Capitol Street, NW, Suite 725 Washington, DC 20001 202-624-7890 www.fishwildlife.org A Project of the Association of Fish and Wildlife Agencies’ North American Conservation Education Strategy Funded by a Multistate Grant of the Sport Fish and Wildlife Restoration Program Acknowledgments Editor: Phil T. Seng D.J. Case & Associates Mishawaka, Indiana 574-258-0100 May 2008 The Association of Fish and Wildlife Agencies would like to thank the following people for contributing time and expertise to the development of this Guide. The Association’s Conservation Education Strategy “Achieving Excellence” Committee: Nancy Herron, Texas Parks and Wildlife Department, Chair Lorna Domke, Missouri Department of Conservation Barb Gigar, Iowa Department of Natural Resources Suzie Gilley, Virginia Department of Game and Inland Fisheries Michelle Kelly, Minnesota Department of Natural Resources Judy Silverberg, New Hampshire Fish and Game Department Jim Stewart, Recreational Boating and Fishing Foundation Margaret Tudor, Washington Department of Fish and Wildlife Additional reviewers included: Doug Darr, Alabama Wildlife and Freshwater Fisheries -
SERVANT-LEADERSHIP and TAKING CHARGE BEHAVIOR the Moderating Role Offollower Altruism
SERVANT-LEADERSHIP AND TAKING CHARGE BEHAVIOR The Moderating Role ofFollower Altruism -DIRK VAN DIERENDONCK The literature on servant-leadership (SL) advocates that the primary focus of servant-leaders is to meet the needs of others (Greenleaf 1977). Servant-leaders focus on developing employees to their fullest potential in areas of task effectiveness, community stewardship, self-motivation, and future leadership capabilities, and they provide vision and gain credibil ity and trust from followers (Farling, Stone, and Winston 1999). Barbuto and Wheeler (2006) described SL as including an altruistic calling, which is the motivation of leaders to place others' needs and interests ahead of their own, and organizational stewardship, which orients others toward benefiting and serving the community. Research has indeed shown that servant-leadership is related to a variety of followers' attitudes such as job satisfaction, organizational commitment, and organizational citizenship behavior (Van Dierendonck 2011 ). In this study, I will follow the operational definition of servant leadership I was fortunate to help establish (Van Dierendonck and Nuijten 2011) through empirical methods. Nuijten and I developed a measure con sisting of eight dimensions, including empowerment, accountability, humil ity, standing back, authenticity, forgiveness, courage, and stewardship. In essence, our focus on servant-leadership emphasizes that servant-leaders empower and develop people, are willing to retreat into the background and let others shine, hold followers accountable for their work, are willing to let bygones be bygones, dare to take risks, are willing to show what he or she stands for, have an openness to learn and a willingness to admit mistakes, and work for the good of the whole. -
Framework for Ecosystem Management in the Interior Columbia Basin
United States Department of Agriculture A Framework for Forest Service Pacific Northwest Research Station Ecosystem Management In United States Department of the Interior the Interior Columbia Basin Bureau of Land Management And Portions of the General Technical Report Klamath and Great Basins PNW-GTR-374 June 1996 United States United States Department of Department Agriculture of the Interior Forest Service Bureau of Land Management Interior Columbia Basin Ecosystem Management Project This is not a NEPA decision document A Framework for Ecosystem Management In the Interior Columbia Basin And Portions of the Klamath and Great Basins Richard W. Haynes, Russell T. Graham and Thomas M. Quigley Technical Editors Richard W. Haynes is a research forester at the Pacific Northwest Research Station, Portland, OR 97208; Russell T. Graham is a research forester at the Intermountain Research Station, Moscow, ID 83843; Thomas M. Quigley is a range scientist at the Pacific Northwest Research Station, Walla Walla, WA 99362. 1996 United States Department of Agriculture Forest Service Pacific Northwest Research Station Portland, Oregon ABSTRACT Haynes, Richard W.; Graham, Russell T.; Quigley, Thomas M., tech. eds. 1996. A frame- work for ecosystem management in the Interior Columbia Basin including portions of the Klamath and Great Basins. Gen. Tech. Rep. PNW-GTR-374. Portland, OR; U.S. Department of Agriculture, Forest Service, Pacific Northwest Research Station. 66 p. A framework for ecosystem management is proposed. This framework assumes the purpose of ecosystem management is to maintain the integrity of ecosystems over time and space. It is based on four ecosystem principles: ecosystems are dynamic, can be viewed as hierarchies with temporal and spatial dimensions, have limits, and are relatively unpredictable. -
Multiple Stable States and Regime Shifts - Environmental Science - Oxford Bibliographies 3/30/18, 10:15 AM
Multiple Stable States and Regime Shifts - Environmental Science - Oxford Bibliographies 3/30/18, 10:15 AM Multiple Stable States and Regime Shifts James Heffernan, Xiaoli Dong, Anna Braswell LAST MODIFIED: 28 MARCH 2018 DOI: 10.1093/OBO/9780199363445-0095 Introduction Why do ecological systems (populations, communities, and ecosystems) change suddenly in response to seemingly gradual environmental change, or fail to recover from large disturbances? Why do ecological systems in seemingly similar settings exhibit markedly different ecological structure and patterns of change over time? The theory of multiple stable states in ecological systems provides one potential explanation for such observations. In ecological systems with multiple stable states (or equilibria), two or more configurations of an ecosystem are self-maintaining under a given set of conditions because of feedbacks among biota or between biota and the physical and chemical environment. The resulting multiple different states may occur as different types or compositions of vegetation or animal communities; as different densities, biomass, and spatial arrangement; and as distinct abiotic environments created by the distinct ecological communities. Alternative states are maintained by the combined effects of positive (or amplifying) feedbacks and negative (or stabilizing feedbacks). While stabilizing feedbacks reinforce each state, positive feedbacks are what allow two or more states to be stable. Thresholds between states arise from the interaction of these positive and negative feedbacks, and define the basins of attraction of the alternative states. These feedbacks and thresholds may operate over whole ecosystems or give rise to self-organized spatial structure. The combined effect of these feedbacks is also what gives rise to ecological resilience, which is the capacity of ecological systems to absorb environmental perturbations while maintaining their basic structure and function. -
The Case of Stewardship Theory
http://www.diva-portal.org Postprint This is the accepted version of a chapter published in The Routledge companion to family business. Citation for the original published chapter: Waldkirch, M., Nordqvist, M. (2016) Finding benevolence in family firms: The case of stewardship theory. In: Franz Kellermanns, Frank Hoy (ed.), The Routledge companion to family business (pp. 401-414). New York: Routledge N.B. When citing this work, cite the original published chapter. Permanent link to this version: http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-34276 Finding Benevolence in Family Firms: The Case of Stewardship Theory Matthias Waldkirch PhD Candidate Centre for Family Enterprise and Ownership Tel: +46-(0)36-10 17 91 E-mail: [email protected] Mattias Nordqvist, PhD Professor in Business Administration The Hamrin International Professor of Family Business Director, Centre for Family Enterprise and Ownership Tel: +46-(0)36-10 18 53 E-mail: [email protected] Jönköping International Business School, Jönköping University PO Box 1026 SE-551 11 Jönköping, Sweden Finding Benevolence in Family Firms: The Case of Stewardship Theory 1. Introduction The view of organizations as “purely rational and calculated systems” (Frost et al. 2006, 843) has a long history, underpinned by a ‘model of man’ that depicts actors as inherently self- interested, aiming to maximize their economic gain (Donaldson and Davis 1991). Many theories of organizations irrespective of their origin have built upon this simplified view of human action, seeing it as “the pursuit of self-interest by rational, more or less atomized individuals” (Granovetter 1985, 482). -
STEWARDSHIP in the NEW TESTAMENT: the GOSPELS and ACTS by Dr
STEWARDSHIP-5 STEWARDSHIP IN THE NEW TESTAMENT: THE GOSPELS AND ACTS By Dr. Sang-Bok David Kim INTRODUCTION Whenever the subject of stewardship is brought up in the Western churches, it often reminds them of tithing, fund raising drive for an annual budget, a building project, missions or charitable giving, that is, mostly money. Edwin A. Briggs writes, “Until recent years, stewardship customarily has been equated with ideas used to persuade people give money to Christian causes. If a minister preached a sermon, the congregation was very sure that some form of appeal for an offering or a financial drive would soon follow.”1 According to a survey conducted on stewardship, one third of ninety persons questioned about it responded with negative feelings: “The word triggers in me an unbearable sense of duty and guilt. When I hear the word I want to run,” when asked “What is stewardship?” “money,” “not again,” “Oh, no!” “collection plate,” “dammit!”2 This may probably be so because those who had been surveyed have never understood Christian giving as willing and joyful givers, whether it is tithing, building fund, missions, or charitable giving. Otherwise, they would not feel so negative about giving in the first place. A cursory literature search on stewardship by the present writer shows that more than two-thirds of two dozen books searched on stewardship were on giving and finance. In contrast to the Western churches, among the Korean churches the term “steward” usually refers to lay workers, elders, kwonsas, 3 deacons, and deaconesses of the church. Stewardship means mostly the faithful services of these church officers in the church either as Sunday school teachers, choir members, or ushers. -
Environmental Worldviews, Ethics, and Sustainability 25
Environmental Worldviews, Ethics, and Sustainability 25 Biosphere 2—A Lesson in Humility C O R E C A S E S TUDY In 1991, eight scientists (four men and four women) were sealed sphere’s 25 small animal species went extinct. Before the 2-year inside Biosphere 2, a $200 million glass and steel enclosure period was up, all plant-pollinating insects went extinct, thereby designed to be a self-sustaining life-support system (Figure 25-1) dooming to extinction most of the plant species. that would add to our understanding of Biosphere 1: the earth’s Despite many problems, the facility’s waste and wastewater life-support system. were recycled. With much hard work, the Biospherians were A sealed system of interconnected domes was built in the also able to produce 80% of their food supply, despite rampant desert near Tucson, Arizona (USA). It contained artificial ecosys- weed growths, spurred by higher CO2 levels, that crowded out tems including a tropical rain forest, savanna, and desert, as well food crops. However, they suffered from persistent hunger and as lakes, streams, freshwater and saltwater wetlands, and a mini- weight loss. ocean with a coral reef. In the end, an expenditure of $200 million failed to maintain Biosphere 2 was designed to mimic the earth’s natural chemi- this life-support system for eight people for 2 years. Since 2007, cal recycling systems. Water evaporated from its ocean and other the University of Arizona has been leasing the Biosphere 2 facility aquatic systems and then condensed to provide rainfall over the for biological research and to provide environmental education tropical rain forest. -
Pursuing Long-Term Value for Our Clients
Pursuing long-term value for our clients BlackRock Investment Stewardship A look into the 2020-2021 proxy voting year Executive Contents summary 03 By the Voting outcomes numbers Board quality and effectiveness Incentives aligned with value creation 18 Climate and natural capital Strategy, purpose, and financial resilience Company impacts on people Appendix 71 21 This report covers BlackRock Investment Stewardship’s (BIS) stewardship activities — focusing on proxy voting — covering the period from July 1, 2020 to June 30, 2021, representing the U.S. Securities and Exchange Commission’s 12-month reporting period for U.S. mutual funds, including iShares. Throughout the report we commonly refer to this reporting period as “the 2020-21 proxy year.” While we believe the information in this report is accurate as of June 30, 2021, it is subject to change without notice for a variety of reasons. As a result, subsequent reports and publications distributed may therefore include additional information, updates and modifications, as appropriate. The information herein must not be relied upon as a forecast, research, or investment advice. BlackRock is not making any recommendation or soliciting any action based upon this information and nothing in this document should be construed as constituting an offer to sell, or a solicitation of any offer to buy, securities in any jurisdiction to any person. References to individual companies are for illustrative purposes only. BlackRock Investment Stewardship 2 SUMMARY NUMBERS OUTCOMES APPENDIX Executive summary BlackRock Investment Stewardship Our Investment Stewardship (BIS) advocates for sound corporate toolkit governance and sustainable business Engaging with companies models that can help drive the long- How we build our term financial returns that enable our understanding of a clients to meet their investing goals.