Business is increasingly being viewed by society as a prime mover in promoting the cause of sustainable development. In the light of the changing scenario of non-financial risks in the twenty-first century, the business case for integrating sustainability in business strategy and operations has gained ground. It has now become an imperative for management institutions globally as well as in emerging economies like India to internalize the concern to address these risks by introducing relevant sustainability related courses. Select institutions in India have also introduced such courses as a part of their graduate management program. This chapter reports the findings of a qualitative method based research study that has been carried out to reflect on the perceptions of a purposive sample of faculty members who are involved in designing and/or teaching courses related to sustainability in the management programs of select reputable institutions in India. Insights were additionally drawn from (a) first-hand conversations with institution builders and thought leaders who had been at the helm during the evolution and growth of management education in India and (b) interactions with industry stakeholders as part of the teaching and research engagement of the authors. On the basis of the insights gathered, the study makes an attempt to gauge the extent to which sustainability concepts, principles, and practice are integrated in graduate management education in India and the challenges involved in designing and delivering courses that address concerns about sustainability.
Institutional Login
Log in with Open Athens, Shibboleth, or your institutional credentials
Personal login
Log in with your Elgar Online account
-
Front Matter
-
PART I: THEORIZING THE FIELD OF SUSTAINABILITY IN MANAGEMENT EDUCATION (SIME) DEVELOPMENT IN PRACTICE
-
PART II: EXPLORING TRANSFORMATIONAL INTERVENTIONS IN SIME
-
PART III: UNDERSTANDING CHANGE AGENTS’ AND REFORM ACCELERATORS’ ROLES
-
PART IV: SUSTAINING LONG TERM PROGRAMS THROUGH INNOVATION
-
PART V: CONCLUSION
