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Pedagogical features

In Search of a Multidisciplinary, Innovative and Integrated Approach

Edited by Jorge A. Arevalo and Shelley F. Mitchell

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Introduction

In Search of a Multidisciplinary, Innovative and Integrated Approach

Jorge A. Arevalo and Shelley F. Mitchell

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Foreword

In Search of a Multidisciplinary, Innovative and Integrated Approach

Mark Starik

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Business cases for sustainability-integrated management education

In Search of a Multidisciplinary, Innovative and Integrated Approach

Melissa Edwards, Suzanne Benn and Mark Starik

As the Decade of Education for Sustainable Development has now concluded, sustainability educators are reflecting on and planning next steps for embedding sustainability in higher education curriculum. Many exemplars of holistic sustainability-integrated management education (SIME) exist, and various techniques and frameworks for embedding sustainability into the curriculum have been developed. Yet business schools have been critiqued for having a dearth of sustainability in the curriculum. This raises an important question regarding how SIME can feasibly and viably thrive in management education. Taking a multilevel, multi-systems view of higher education, many interrelated factors can be attributed to influencing the position a university adopts in its approach to embedding sustainability into the curriculum. In an increasingly complex and marketized system, a business case for SIME is required. Business cases range from a reactionary ‘business as usual’ to a holistically integrated ‘business as unusual’ approach. Using a ‘phase model’ framework the authors analyze various different business cases for SIME, elaborating how varying pedagogical assumptions can lead to starkly different value propositions for SIME. The model can be applied to compare and contrast between multiple business cases and used as a means for positioning and justifying a holistic approach to SIME.

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Edited by Anders Örtenblad

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Anders Örtenblad

This chapter presents the research area and research questions and introduces the remaining chapters of the book. It is argued that while there are quite a few works on how corporate social responsibility (CSR) is practiced in various contexts, there is a need for more research on how CSR should be practiced by organizations in various generalized contexts, and, thus, that there is a need for a contingency model of CSR. A broad, general definition – based on Jeremy Moon’s work – in terms of seven aspects is introduced, and this definition is used as a common starting point for the book, in which the relevance of each aspect is examined for organizations in various generalized contexts. The chapter also presents the research questions for the book, which are to pay attention to and acknowledge the need for examining the relevance of CSR for organizations in different generalized contexts as an emerging research field, to explore the universality of CSR, to offer knowledge (as well as support for further knowledge-seeking) on how the general model of CSR needs to be adapted to become relevant to organizations within particular generalized contexts, and to begin the work on constructing a contingency model of the relevance of CSR for organizations in various generalized contexts.
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Edited by Kleio Akrivou and Alejo José G Sison

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Agustín González Enciso

This chapter tries to develop the idea that merchant’s ethics – or professional behaviour – depended on social paradigms and that changes in those paradigms depended heavily on the influence of royal or state power. In theory and in earlier (historic) social practice, the common good was always understood through an ethical prism, including care for others: benevolence (bene volere, to want the good for the other). In the feudal economy the concept of community appears as relatedness, a pre-legal definition. Subsequently there was a balanced tripartite structure (royal state; intellectuals/nobility; church/spiritual leadership), and being in community was defined as an interaction of these social institutions. At that time individuals simply had to accept the social role assigned to them in relation to their community and other groups. Under capitalism, on the other hand, the idea of community is defined chiefly by the state embodying the whole social structure, and the task of each individual can be reduced to seeking one’s own best interest, albeit obeying the king and being seen favourably by the royals. Further, since Adam Smith, the merchant’s ethic of private self-interest has been understood as being opposed to benevolence and outside the social context of relatedness, while it was about being self-sufficient. The difference, therefore, is great.
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Kleio Akrivou

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Edited by Kleio Akrivou and Alejo José G Sison