Skip to main content Accessibility help

We use cookies to distinguish you from other users and to provide you with a better experience on our websites. Close this message to accept cookies or find out how to manage your cookie settings.

Close cookie message
×
Hostname: page-component-586b7cd67f-rcrh6 Total loading time: 0 Render date: 2024-11-26T05:04:46.506Z Has data issue: false hasContentIssue false

27 - Sustainability as a Driver of Organizational Change

from Part III - Implications for Talent Management and Impact on Employees

Published online by Cambridge University Press:  02 April 2020

By
Lori Foster  and
Telma Viale
Edited by
Brian J. Hoffman ,
Mindy K. Shoss  and
Lauren A. Wegman
Brian J. Hoffman
Affiliation:
University of Georgia
Mindy K. Shoss
Affiliation:
University of Central Florida
Lauren A. Wegman
Affiliation:
University of Georgia
Get access

Summary

Discussions of the changing nature of work would be incomplete without a consideration of the changing role of the private sector in sustainable development, which affects what companies are working toward and how they are accomplishing their aims. This chapter considers and illustrates how the private sector can contribute to the accomplishment of the United Nations Sustainable Development Goals (SDGs). Opportunities for impact extend beyond traditional forms of Corporate Social Responsibility. Enabling companies to embed people-friendly, planet-sensitive policies and practices in ways that are good for business can propel the positive transformation needed to achieve the SDGs. This leads to questions of how to create such enabling environments. Answers require a keen understanding not only of businesses, but of the people who lead, comprise, and support them. As such, the behavioral and organizational sciences are key to facilitating the kinds of private sector contributions necessary to accomplish the SDGs.

Keywords

behavioral economicsbehavioral scienceCorporate Social Responsibility (CSR)embedded CSRhumanitarian work psychologyindustrial–organizational psychologySDGssustainable developmenttriple bottom lineUnited Nations Sustainable Development Goals
Type
Chapter
Information
The Cambridge Handbook of the Changing Nature of Work , pp. 583 - 618
Publisher: Cambridge University Press
Print publication year: 2020

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

Adrian Hodges Advisory (2017). Opportunities for women: Challenging harmful social norms and gender stereotypes to unlock women’s potential. Retrieved from www.unilever.com/Images/unilever-opportunities-for-women_tcm244-500987_en.pdfGoogle Scholar
Aguinis, H. (2011). Organizational responsibility: Doing good and doing well. In Zedeck, S. (Ed.), APA handbook of industrial and organizational psychology, volume 3: Maintaining, expanding, and contracting the organization (pp. 855–879). Washington, DC: American Psychological Association.Google Scholar
Aguinis, H., & Glavas, A. (2012). What we know and don’t know about corporate social responsibility: A review and research agenda. Journal of Management, 38, 932–968.Google Scholar
Aguinis, H., & Glavas, A. (2013). Embedded versus peripheral corporate social responsibility: Psychological foundations. Industrial and Organizational Psychology, 6, 314–332.Google Scholar
Aguinis, H., & Kraiger, K. (2009). Benefits of training and development for individuals and teams, organizations, and society. Annual Review of Psychology, 60, 451–474.Google Scholar
Arar, S. (2018, February 14). UNICEF’s youth engagement pathway vision launched. The Jordan Times. Retrieved from www.jordantimes.com/news/local/unicef%E2%80%99s-youth-engagement-pathway-vision-launchedGoogle Scholar
Barling, J., Christie, A., & Hoption, C. (2011). Performance measurement at work: A multilevel perspective. In Zedeck, S. (Ed.), APA handbook of industrial and organizational psychology, volume 1: Building and developing the organization (pp. 183–240). Washington, DC: American Psychological Association.Google Scholar
Bertrand, M., & Mullainathan, S. (2004). Are Emily and Greg more employable than Lakisha and Jamal? A field experiment on labor market discrimination. American Economic Review, 94, 991–1013.CrossRefGoogle Scholar
Bhawuk, D. P. S., Carr, S. C., Gloss, A. E., & Foster Thompson, L. (2014). Poverty reduction through positive work cycles: Exploring the role of information about work, culture and diversity, and organizational justice. In Al-Atiqi, S. (Ed.), Barriers to and opportunities for poverty reduction: Prospects for private-sector led interventions (Background paper to the United Nations Development Programme 2014 foundational report, The role of the private sector in inclusive development: Barriers and opportunities at the base of the pyramid). Istanbul, Turkey: United Nations Development Programme.Google Scholar
Bowen, H. R. (1953). Social responsibilities of the businessman. New York, NY: Harper.Google Scholar
Brammer, S., Millington, A., & Rayton, B. (2007). The contribution of corporate social responsibility to organizational commitment. International Journal of Human Resource Management, 18, 1701–1719.Google Scholar
Brodock, K., & Massam, G. (2016). How and why to hire a diverse workforce: What you need to know. Strategic HR Review, 15(5), 208–213.CrossRefGoogle Scholar
Brown, K.G., & Sitzmann, T. (2011). Training and employee development for improved performance. In Zedeck, S. (Ed.), APA handbook of industrial and organizational psychology, volume 2: Selecting and developing members for the organization (pp. 469–503). Washington, DC: American Psychological Association.Google Scholar
Cannon-Bowers, J. A., & Bowers, C. (2011). Team development and functioning. In Zedeck, S. (Ed.), APA handbook of industrial and organizational psychology, volume 1: Building and developing the organization (pp. 597–650). Washington, DC: American Psychological Association.Google Scholar
Carr, S. C. (2010). Corporate social responsibility has gone global: The UN Global Compact. The Industrial–Organizational Psychologist, 48(2), 99–102.Google Scholar
Carroll, A. B. (1999). Corporate social responsibility: Evolution of a definitional construct. Business and Society, 38, 268–295.Google Scholar
Chen, Y. (2008). The positive effect of green intellectual capital on competitive advantages of firms. Journal of Business Ethics, 77, 271–286.CrossRefGoogle Scholar
Davis, F. D. (1989). Perceived usefulness, perceived ease of use, and user acceptance of information technology. MIS Quarterly, 13, 319–340.CrossRefGoogle Scholar
Deci, E. L., Olafsen, A. H., & Ryan, R. M. (2017). Self-determination theory in work organizations: The state of science. Annual Review of Organizational Psychology and Organizational Behavior, 4, 19–43.Google Scholar
DeNisi, A. S., & Sonesh, S. (2011). The appraisal and management of performance at work. In Zedeck, S. (Ed.), APA handbook of industrial and organizational psychology, volume 2: Selecting and developing members for the organization (pp. 255–279). Washington, DC: American Psychological Association.Google Scholar
Derous, E., Ryan, A. M., & Nguyen, H. D. (2012). Multiple categorization in resume screening: Examining effects on hiring discrimination against Arab applicants in field and lab setting. Journal of Organizational Behavior, 33, 544–570.Google Scholar
Dow Jones Institutional News (2018, May 8). Glassdoor to be acquired by recruit holdings for $1.2 billion. New York, NY: Dow Jones & Company Inc.Google Scholar
Ehrlinger, J., Mitchum, A. L., & Dweck, C. S. (2016). Understanding overconfidence: Theories of intelligence, preferential attention, and distorted self-assessment. Journal of Experimental Social Psychology, 63, 94–100.Google Scholar
Evans, A. (2015). Private sector partnerships for sustainable development. In Development co-operation report 2015: Making partnerships effective coalitions for action (pp. 59–65). Paris, France: OECD Publishing.Google Scholar
Eweje, G., & Bathurst, R. J. (2017). Introduction: Leading for corporate social responsibility and sustainability. In Eweje, G. & Bathurst, R. J. (Eds.), CSR, sustainability, and leadership. New York, NY: Routledge.Google Scholar
Garriga, E., & Melé, D. (2004). Corporate social responsibility theories: Mapping the territory. Journal of Business Ethics, 53, 51–71.Google Scholar
Glösenberg, A., Carr, S. C., & Foster, L. L. (in press). A psychological lens on evaluating the social impact of corporate social responsibility. In A. McWilliams, Rupp, D. E., Siegel, D. S., Stahl, G. K., & Waldman, D. A. (Eds.), The Oxford handbook of corporate social responsibility.Google Scholar
Gloss, A. E., & Foster Thompson, L. (2013). I-O psychology without borders: The emergence of humanitarian work psychology. In Olson-Buchanan, J. B., Bryan, L. K., & Thompson, L. F. (Eds.), Using I-O psychology for the greater good: Helping those who help others (pp. 353–393). New York, NY: Routledge Academic.Google Scholar
GOLDEN (Global Organizational Learning and Development Network) (2015, November 12). GOLDEN for sustainability: An introduction. Retrieved from www.slideshare.net/secret/qSADoWKfaBKdotGoogle Scholar
GOLDEN (2018, April 6). MOOC on corporate sustainability launched with Bocconi. Retrieved from http://goldenforsustainability.com/golden-events/4229/Google Scholar
Goldstein, N. T., Cialdini, R. B., & Griskevicius, V. (2008). A room with a viewpoint: Using social norms to motivate environmental conservation in hotels. Journal of Consumer Research, 35, 472–482.Google Scholar
Greenberg, Z. (2018, August 1). Overlooked no more: Clara Lemlich Shavelson, crusading leader of labor rights. New York Times. Retrieved from www.nytimes.com/2018/08/01/obituaries/overlooked-clara-lemlich-shavelson.htmlGoogle Scholar
Gregory, N. (2016). De-risking impact investing. World Economics, 17, 143–158.Google Scholar
Harris, A. (2017, March 17). Lemonade is using behavioral science to onboard customers and keep them honest. Fast Company. Retrieved from www.fastcompany.com/3068506/lemonade-is-using-behavioral-science-to-onboard-customers-and-keep-them-honestGoogle Scholar
Hausman, D. (2012). How Congress could reduce job discrimination by promoting anonymous hiring. Stanford Law Review, 64, 1343–1369.Google Scholar
Hawkes, B., Cek, I., & Handler, C. (2018). The gamification of employee selection tools: An exploration of viability, utility, and future directions. In Scott, J. C., Bartram, D., & Reynolds, D. H. (Eds.), Next generation technology-enhanced assessment: Global perspectives on occupational and workplace testing. Cambridge, UK: Cambridge University Press.Google Scholar
Herrero, C., Martínez, R., & Villar, A. (2018). Population structure and the human development index. Social Indicators Research, 1–33. Retrieved from https://doi.org/10.1007/s11205–018-1852-0Google Scholar
Hire education (2018, March 31). AI is changing the way firms screen, hire and manage their talent. The Economist, 426(9085), 7S–9S.Google Scholar
IDS (Institute of Development Studies) (2017). Sustainable development goals. Retrieved from www.ids.ac.uk/idsresearch/sustainable-development-goalsGoogle Scholar
Isaacson, W. (2017). Leonardo da Vinci. New York, NY: Simon & Schuster.Google Scholar
Jack, L. (2015, October 2). Why Unilever is betting big on sustainability. Fast Company. Retrieved from www.fastcompany.com/3051498/why-unilever-is-betting-big-on-sustainabilityGoogle Scholar
Jones, D. A., & Rupp, D. E. (2018). Social responsibility in and of organizations: The psychology of corporate social responsibility among organizational members. In Ones, D. S., Anderson, N., Viswesvaran, C., & Sinangil, H. K. (Eds.), The SAGE handbook of industrial, work & organizational psychology (pp. 333–348). London: SAGE Publications Ltd.Google Scholar
Kania, J., & Kramer, M. (2011). Collective impact. Stanford Social Innovation Review, Winter, 36–41.Google Scholar
Kerr, S. (1995). On the folly of rewarding A, while hoping for B. Academy of Management Executive, 9, 7–14.Google Scholar
Khanna, P. (2016, March/April). Rise of the Titans. Foreign Policy, 217, 50–55.Google Scholar
Kinjerski, V., & Skrypnek, B. J. (2008). Four paths to spirit at work: Journeys of personal meaning, fulfillment, well-being, and transcendence through work. The Career Development Quarterly, 56, 319–329.CrossRefGoogle Scholar
Kraut, A. (2006). Getting action from organizational surveys: New concepts, technologies and applications. San Francisco, CA: Jossey-Bass.Google Scholar
Kumi, E., Arhin, A. A., & Yeboah, T. (2014). Can post-2015 sustainable development goals survive neoliberalism? A critical examination of the sustainable development–neoliberalism nexus in developing countries. Environment, Development and Sustainability, 16, 539–554.Google Scholar
Lemonade (2018). The secret behind Lemonade’s claims. Retrieved from www.lemonade.com/claimsGoogle Scholar
Madeira Global (2018). Madeira Global: What we do. Retrieved from www.madeira-global.com/what-we-do.Google Scholar
Madrian, B. C. (2014). Applying insights from behavioral economics to policy design. Annual Review of Economics, 6, 663–688.Google Scholar
Mallory, D., Rupp, D. E., Scott, J. C., Saari, L., Foster Thompson, L., Osicki, M., & Sall, E. (2015). Attention all I-O programs: It’s time to join the United Nations Global Compact. The Industrial–Organizational Psychologist, 52(4), 135–136.Google Scholar
Mazzucato, M. (2011). The entrepreneurial state. Soundings, 49, 131–142.Google Scholar
Modern Species (2018a). We help brands evolve. Retrieved from https://modernspecies.com/Google Scholar
Modern Species (2018b). Ethos: The new world of business. Retrieved from https://modernspecies.com/ethos.Google Scholar
Moura-Leite, R. C., & Padgett, R. C. (2011). Historical background of corporate social responsibility. Social Responsibility Journal, 7, 528–539.Google Scholar
National Science Foundation (2016). Intentional defaults for more sustainable infrastructure: Studying interventions to alleviate biases in upstream, multi-stakeholder decisions. Award Abstract #1531041. Retrieved from www.nsf.gov/awardsearch/showAward?AWD_ID=1531041Google Scholar
O’Keefe, P. A., Dweck, C. S., & Walton, G. M. (2018). Implicit theories of interest: Finding your passion or developing it? Psychological Science, 29(10), 1653–1664.Google Scholar
Ones, D. S., Dilchert, S., Wiernik, B. M., & Klein, R. M. (2018). Environmental sustainability at work. In Ones, D. S., Anderson, N., Viswesvaran, C., & Sinangil, H. K. (Eds.), The SAGE handbook of industrial, work & organizational psychology (pp. 351–373). London: SAGE Publications Ltd.Google Scholar
Opoku-Dakwa, A., Chen, C. C., & Rupp, D. E. (2018). CSR initiative characteristics and employee engagement: An impact-based perspective. Journal of Organizational Behavior, 39, 580–593.Google Scholar
Organisation for Economic Co-operation and Development (2015). In it together: Why less inequality benefits all. Paris, France: OECD Publishing.Google Scholar
Organisation for Economic Co-operation and Development (2017). Behavioural insights and public policy: Lessons from around the world. Paris, France: OECD Publishing.Google Scholar
Peterson, D. B. (2011). Executive coaching: A critical review and recommendations for advancing the practice. In Zedeck, S. (Ed.), APA handbook of industrial and organizational psychology, volume 2: Selecting and developing members for the organization (pp. 527–566). Washington, DC: American Psychological Association.Google Scholar
Piotrowski, C., & Armstrong, T. (2006). Current recruitment and selection practices: A national survey of Fortune 1000 firms. North American Journal of Psychology, 8, 489–496.Google Scholar
pymetrics (2018). Matching talent to opportunity, bias free. Retrieved from www.pymetrics.com/employers/Google Scholar
Roose, K. (2017, December 28). Tech also did some good things in 2017. New York Times, p. B1.Google Scholar
Rupp, D. E., Shao, R., Skarlicki, D. P., Paddock, E. L., Kim, T., & Nadisic, T. (2018). Corporate social responsibility and employee engagement: The moderating role of CSR‐specific relative autonomy and individualism. Journal of Organizational Behavior, 39, 559–579.Google Scholar
Ryan, K. J. (2017, June 13). An insurance company that homeowners actually might love. Inc. Retrieved from www.inc.com/kevin-j-ryan/insurance-startup-lemonade-california-90-percent-of-americans.htmlGoogle Scholar
Salanova, M., Agut, S., & Peiro, J. M. (2005). Linking organizational resources and work engagement to employee performance and customer loyalty: The mediation of service climate. Journal of Applied Psychology, 90, 1217–1227.Google Scholar
SBST (2015). Social and Behavioral Science Team Annual Report. National Science and Technology Council, Executive Office of the President, Washington DC. Retrieved from https://sbst.gov/download/2015%20SBST%20Annual%20Report.pdfGoogle Scholar
Schaufeli, W. B., Salanova, M., Gonzalez-Roma, V., & Bakker, A. B. (2002). The measurement of engagement and burnout: A two sample confirmatory factor analytic approach. Journal of Happiness Studies, 3, 71–92.Google Scholar
Scheyvens, R., Banks, G., & Hughes, E. (2016). The private sector and the SDGs: The need to move beyond “business as usual.” Sustainable Development, 24, 371–382.CrossRefGoogle Scholar
Scott, J. C., Bartram, D., & Reynolds, D. H. (Eds.) (2018). Next generation technology-enhanced assessment: Global perspectives on occupational and workplace testing. Cambridge, UK: Cambridge University Press.Google Scholar
Shankar, M. U., & Foster, L. L. (2016). Behavioural insights at the United Nations: Achieving agenda 2030. New York, NY: United Nations Development Programme. Retrieved from www.undp.org/content/undp/en/home/librarypage/development-impact/behavioural-insights-at-the-united-nations-achieving-agenda-203/Google Scholar
Sharafat, A. R., & Lehr, W. H. (2017). ICT4SDGs: ICT-centric economic growth, innovation and job creation. International Telecommunication Union. Retrieved from www.itu.int/dms_pub/itu-d/opb/gen/D-GEN-ICT_SDGS.01-2017-PDF-E.pdfGoogle Scholar
Simon, J., & Barmeier, J. (2010). More than money: Impact investing for development. Washington, DC: Center for Global Development.Google Scholar
SIOP (2003). Principles for the validation and use of personnel selection procedures (4th ed.). Bowling Green, OH: Society for Industrial and Organizational Psychology. Retrieved from www.siop.org/_principles/principles.pdfGoogle Scholar
Stahel, W. R. (2016). Circular economy. Nature, 531, 435–438.Google Scholar
Sunstein, C. R. (2014). Nudging: A very short guide. Journal of Consumer Policy, 37, 583–588.Google Scholar
Sunstein, C. R., & Reisch, L. A. (2014). Automatically green: Behavioral economics and environmental protection. Harvard Law Review, 38, 127–158.Google Scholar
Swanson, D. L., & Orlitzky, M. (2018). Leading the triple bottom line: A corporate social responsibility approach. In Ones, D. S., Anderson, N., Viswesvaran, C., & Sinangil, H. K. (Eds.), The SAGE handbook of industrial, work & organizational psychology (pp. 313–330). London: SAGE Publications Ltd.Google Scholar
Thaler, R. H., & Sunstein, C. R. (2008). Nudge: Improving decisions about health, wealth, and happiness. New Haven, CT: Yale University Press.Google Scholar
UNICEF (2017, October 12). UNICEF and private sector companies in Jordan discuss youth empowerment strategies for employment. Retrieved from www.unicef.org/jordan/media_12273.htmlGoogle Scholar
Unilever (2018a). Sustainable living. Retrieved from www.unilever.co.uk/sustainable-living/Google Scholar
Unilever (2018b). Fairness in the workplace. Retrieved from www.unilever.co.uk/sustainable-living/the-unilever-sustainable-living-plan/fairness-in-the-workplace/Google Scholar
Unilever (2018c). Independent assurance. Retrieved from www.unilever.com/sustainable-living/our-approach-to-reporting/independent-assurance/Google Scholar
Unilever (2018d). Opportunities for women. Retrieved from www.unilever.com/sustainable-living/enhancing-livelihoods/opportunities-for-women/enhancing-womens-access-to-training-skills/Google Scholar
United Nations (2014). The road to dignity by 2030: Ending poverty, transforming all lives and protecting the planet. Synthesis Report of the Secretary-General on the Post-2015 Agenda. Retrieved from www.un.org/disabilities/documents/reports/SG_Synthesis_Report_Road_to_Dignity_by_2030.pdfGoogle Scholar
United Nations (2018). World economic situation and prospects 2018. New York: United Nations. Retrieved from www.un.org/development/desa/dpad/wp-content/uploads/sites/45/publication/WESP2018_Full_Web-1.pdfGoogle Scholar
United Nations Department of Economic and Social Affairs (2018). Sustainable development knowledge platform. Retrieved from https://sustainabledevelopment.un.org/topics/sustainabledevelopmentgoalsGoogle Scholar
United Nations Development Programme (2017a). Istanbul International Center for the Private Sector in Development (IICPSD): Progress report. Retrieved from www.iicpsd.undp.org/content/dam/istanbul/IICPSD/UNDP%20IICPSD%20Progress%20Report%202017.pdfGoogle Scholar
United Nations Development Programme (2017b). Istanbul International Center for the Private Sector in Development: Inclusive business overview. Retrieved from www.iicpsd.undp.org/content/istanbul/en/home/our-work/inclusive-business-models/overview.htmlGoogle Scholar
United Nations Development Programme (2017c). Istanbul International Center for the Private Sector in Development: Skills development overview. Retrieved from www.iicpsd.undp.org/content/istanbul/en/home/our-work/private-sector-role-skills-development/overview.htmlGoogle Scholar
United Nations Development Programme (2017d). Istanbul International Center for the Private Sector in Development: Impact investment overview. Retrieved from www.iicpsd.undp.org/content/istanbul/en/home/our-work/impact-investment/overview.htmlGoogle Scholar
United Nations Development Programme (2017e). Istanbul International Center for the Private Sector in Development: Resilience and crisis response overview. Retrieved from www.iicpsd.undp.org/content/istanbul/en/home/our-work/resilience-and-crisis-response/overview.htmlGoogle Scholar
United Nations Environment Programme (2018, March 20). Secretariat update on sustainable consumption and production. Retrieved from https://wedocs.unep.org/bitstream/handle/20.500.11822/25178/Sustainable%20consumption%20and%20production%20-%20Update.pdf?sequence=26&isAllowed=yGoogle Scholar
United Nations General Assembly (2015). Transforming our world: The 2030 agenda for sustainable development, A/RES/70/1. Retrieved from www.un.org/ga/search/view_doc.asp?symbol=A/RES/70/1&Lang=EGoogle Scholar
United Nations Global Compact (2018a). What’s the commitment? Retrieved from www.unglobalcompact.org/participation/join/commitmentGoogle Scholar
United Nations Global Compact (2018b). The ten principles of the UN Global Compact. Retrieved from www.unglobalcompact.org/what-is-gc/mission/principlesGoogle Scholar
United Nations Global Compact (2018c). How the UN Global Compact helps. Retrieved from www.unglobalcompact.org/sdgs/aboutGoogle Scholar
United Nations Global Compact and KPMG (2015). SDG industry matrix: Transportation. Retrieved from www.unglobalcompact.org/library/3111Google Scholar
van der Starre, R. E., Coffeng, J. K., Hendriksen, I. J. M., van Mechelen, W., & Boot, C. R. L. (2013). Associations between overweight, obesity, health measures and need for recovery in office employees: A cross-sectional analysis. BMC Public Health, 13, 1207–1214.Google Scholar
Venkatesh, V., Morris, M. G., Davis, G. B., & Davis, F. D. (2003). User acceptance of information technology: Toward a unified view. MIS Quarterly, 27, 425–478.Google Scholar
Verma, P., & Sinha, N. (2016). Technology acceptance model revisited for mobile based agriculture extension services in India. Management Research and Practice, 8(4), 29–38.Google Scholar
Waldman, D. A., Siegel, D., & Javidan, M. (2006). Components of CEO transformational leadership and corporate social responsibility. Journal of Management Studies, 43, 1703–1725.CrossRefGoogle Scholar
Wildman, J. L., Bedwell, W. L., Salsa, E., & Smith-Jentsch, K. A. (2011). Performance measurement at work: A multilevel perspective. In Zedeck, S. (Ed.), APA handbook of industrial and organizational psychology, volume 1: Building and developing the organization (pp. 303–341). Washington, DC: American Psychological Association.Google Scholar
World Bank Group (2018). World Bank data: GDP. Retrieved from https://data.worldbank.org/indicator/ny.gdp.mktp.cdGoogle Scholar
Zedeck, S. (Ed.). (2011). APA handbook of industrial and organizational psychology, volume 2: Selecting and developing members for the organization. Washington, DC: American Psychological Association.Google Scholar

Save book to Kindle

To save this book to your Kindle, first ensure [email protected] is added to your Approved Personal Document E-mail List under your Personal Document Settings on the Manage Your Content and Devices page of your Amazon account. Then enter the ‘name’ part of your Kindle email address below. Find out more about saving to your Kindle.

Note you can select to save to either the @free.kindle.com or @kindle.com variations. ‘@free.kindle.com’ emails are free but can only be saved to your device when it is connected to wi-fi. ‘@kindle.com’ emails can be delivered even when you are not connected to wi-fi, but note that service fees apply.

Find out more about the Kindle Personal Document Service.

Available formats
×

Save book to Dropbox

To save content items to your account, please confirm that you agree to abide by our usage policies. If this is the first time you use this feature, you will be asked to authorise Cambridge Core to connect with your account. Find out more about saving content to Dropbox.

Available formats
×

Save book to Google Drive

To save content items to your account, please confirm that you agree to abide by our usage policies. If this is the first time you use this feature, you will be asked to authorise Cambridge Core to connect with your account. Find out more about saving content to Google Drive.

Available formats
×