Principles of Responsible Management Education Sharing Information on Progress Report 2011-2013 TABLE OF CONTENTS
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SECTION 1 Introduction to the UCD School of Business 3
SECTION 2 Responsible Management Education – Curriculum Engagement 6
SECTION 3 Responsible Management Research Activities 16
SECTION 4 Executive Education and Stakeholder Engagement 19
SECTION 5 The Future 22
APPENDICES 24
2 PRINCIPLES OF RESPONSIBLE MANAGEMENT EDUCATION - SHARING INFORMATION ON PROGRESS REPORT 2011-2013 EXECUTIVE SUMMARY
This Sharing Information on Progress Report outlines the key achievements of the UCD School of Business from 2011-13 and our commitment to the six principles of PRME. It details how sustainability and corporate responsibility are embedded into the purpose and values of the School. It provides specific details on curriculum integration in responsible management education, at both undergraduate and postgraduate levels; highlights our broad range of research activities in the responsible management arena; and discusses our various dialogues with key stakeholders in this important field for business, society, and the natural environment. Finally our report shares some of our plans for future development in the broad responsible management arena.
Contact Person Professor Andrea Prothero Associate Dean (Academic) UCD School of Business | Carysfort Avenue | Blackrock | Co Dublin | Ireland | Tel + 353 1 716 8979/4737 Email: [email protected] Skype: andyprothero Twitter: @andreaprothero
PRINCIPLES OF RESPONSIBLE MANAGEMENT EDUCATION - SHARING INFORMATION ON PROGRESS REPORT 2011-2013 3 SECTION 1: Introduction to the UCD School of Business
4 PRINCIPLES OF RESPONSIBLE MANAGEMENT EDUCATION - SHARING INFORMATION ON PROGRESS REPORT 2011-2013 UCD School of Business is the largest and leading Business School in Ireland as evidenced by international rankings, accreditations, alumni accomplishment and research achievement.
The School is the only Business School in Ireland whose programmes are consistently ranked in the top 100 in the world (for example, by The Financial Times and The Economist). It is the only Business School in Ireland to hold the ‘triple crown’ of international accreditations – EQUIS (retained for a further 5 years in 2010), AMBA (retained for a further 5 years in 2012) and AACSB (retained for a further 5 years in 2013). A 2009 report by Forfás (Ireland’s Policy Advisory Board for Enterprise, Trade, Science, Technology & Innovation) and the Irish Higher Education Authority (HEA) described the UCD School of Business as “the centre for business research in Ireland”. 1
The School is a member of the CEMS (Global Alliance in Management Education) network of leading international Business Schools and is a founder member of the Yale-led Global Network for Advanced Management (GNAM). It actively participates in the Erasmus programme and is a popular destination for North American Study Abroad students.
UCD School of Business is one of thirty eight academic schools that together form University College Dublin (UCD) and is one of the University’s three largest Schools. UCD traces its origins to the Catholic University of Ireland, founded in 1854 by Cardinal John Henry Newman, author of the celebrated essay on ‘The Idea of a University’. In 1908, the Irish Universities Act founded the National University of Ireland (NUI) with University College Dublin as one of its Constituent Colleges. Some 90 years later, the 1997 Universities Act reconstituted the NUI as a federal university with four constituent and autonomous universities. ‘University College Dublin, National University of Ireland, Dublin’ is one of those four autonomous universities, together with University College Cork, NUI Galway and NUI Maynooth.
The University’s mission is to advance knowledge through high quality research and scholarship, to communicate knowledge through excellence in teaching, and to use new knowledge to develop the businesses, products, policies and services of tomorrow. Collectively, it makes up a community of over 23,000 students and academics. In 2006, UCD undertook a radical reconfiguration of its academic structure, changing from eleven faculties and eighty-nine academic departments to five (now seven) Colleges and thirty-five (now thirty-eight) Schools. Together with the UCD School of Law, the UCD School of Business is part of the UCD College of Business & Law. The College is currently overseen by a College Principal who is the Dean of the School of Business.
The UCD Faculty of Commerce was established in 1908 and was one of the first faculties in the newly-established UCD. In 1964, the School was one of the first European universities to offer a Master of Business Administration (MBA) programme. In 1991, external philanthropic funding facilitated the founding of a graduate business school, the UCD Michael Smurfit Graduate Business School (‘UCD Smurfit School’) on a stand-alone campus in Blackrock, Co. Dublin (approximately 3 kilometres from UCD’s main Belfield campus). In 2011-12, 1,658 graduate students attended UCD Smurfit School (up from 1,511 the previous year) across a range of programmes from specialist Masters, to MBA and PhD.
In 2002, further significant external philanthropic funding enabled the establishment of the UCD Quinn School of Business (‘UCD Quinn School’), in a dedicated building on the Belfield campus. UCD Quinn School is our undergraduate Business School, attended by 1,384 students in 2012-13.
The School also has a significant overseas presence which contributes to the provision of business education in South and Southeast Asia represented by 4,260 students in Hong Kong, Singapore and Sri Lanka. The UCD School of Business Sri Lanka programme commenced in 1986, the Hong Kong and Singapore programmes in 1991. Our partner Kaplan provides the facilities and markets the programmes in Hong Kong and Singapore while the Sri Lanka programmes are a partnership with the National Institute of Business Management (NIBM). These overseas programmes are subject to the same accreditation and UCD quality review processes as the School’s mainstream programmes in Ireland and are serviced by the School’s full-time and part-time faculty in conjunction with additional local faculty. One of the motivations for the School’s involvement in these programmes is the opportunity they provide to students in these areas to access a European style business degree through UCD.
1 Forfás and the HEA (2009) Research strengths in Ireland: a bibliometric study of the public research base, November, p. 73, available at http://www.hea.ie/files/Research%20Strengths%20in%20Ireland_0.pdfForfás and the HEA (2009) Research strengths in Ireland: a bibliometric study of the public research base, November, p. 73, available at http://www.hea.ie/files/Research%20Strengths%20in%20Ireland_0.pdf
PRINCIPLES OF RESPONSIBLE MANAGEMENT EDUCATION - SHARING INFORMATION ON PROGRESS REPORT 2011-2013 5 In August 2011, Professor Ciarán Ó hÓgartaigh was appointed Dean of the UCD School of Business, having joined the School in 2008 as Professor of Accounting from Victoria University of Wellington, New Zealand.
1.1 School Strategy
On his appointment in August 2011, the Dean initiated a process of consultation with the School’s internal and external stakeholders to build on the School’s stated strategy. At the heart of this process was a determination to develop and embed the School’s strategy from the bottom-up and the outside-in. This strategic discussion was informed through discussions with members of the School community, at meetings of the School Advisory Boards, and through meetings with individual Advisory Board members. Several School meetings have also taken place to discuss the School’s existing and emerging strategic priorities. The School is exploring the development and clustering of its programmes of research and teaching in a number of thematic areas. These themes are represented in Figure 1.1 below:
Overarching, Re-envisioning business Responsible leadership cross-cutting Innovation People and change management
Business and biotech Business and food Programmatic Cultural entrepreneurship
Enabling
Sustaining foreign direct investment Scaling indigenous enterprises
Digital business Entrepreneurship International financial services Export selling/marketing Analytics
Figure 1.1 Proposed School Focus: Key Themes
A focus on these themes builds on our position as Ireland’s global Business School to leverage some of the key characteristics of what it means to be Irish and Irish-based to enhance our international reputation and reach, and also our ability to provide a rich and engaging learning environment for our students. In particular, given the scale of foreign direct investment and export activity in Ireland, these two areas would be a particular focus of our teaching and research. Within this broad research framework, the school sees responsible business as a key tenet of its activities. This is evidenced in our research and educational activities, as well as our collaboration with various stakeholders in the area of global social responsibility, and the challenges we face in meeting our social and environmental responsibilities. Thus, responsible leadership, innovation, and people and change management are pervasive themes across the School’s programmes. The school has a number of faculty engaged in the area of responsible management education and research. Furthermore, our recent faculty recruitment in 2011/12 includes several new faculty members teaching and researching in the broad area of responsible business (including Corporate Governance) – Rosa Chun, Mark Pagell, Collette Kirwan, Rebecca Maughan. Professor Chun has taken up the position of Chair in Global Leadership, Reputation and Responsibility. Professor Mark Pagell holds a Chair in Global Leadership and is Professor of Sustainable Supply Chain Management. In conjunction with a number of other areas of strategic importance, the school has ambitions to grow its responsible business positions in the future.
6 UCD SCHOOL OF BUSINESS SECTION 2: Responsible Management Education - Curriculum Integration
PRINCIPLES OF RESPONSIBLE MANAGEMENT EDUCATION - SHARING INFORMATION ON PROGRESS REPORT 2011-2013 7 The School of Business programme portfolio comprises undergraduate, postgraduate, executive education and research programmes.
It is a well-developed portfolio and, in line with the University Education Strategy (2009-2014), aims to have a more diverse staff and student body and recruit an increasing number of mature and international students. The programme delivery modes include the traditional face to face (F2F) approach along with blended learning and an intensive delivery mode (block sessions). The learning supports available to students vary according to the delivery mode used. All programmes use Blackboard and many Faculty avail of the IT and learning technology supports provided by the School’s Business eLearning and ILTG (Information & Learning Technology Group) units.
Undergraduate The School’s undergraduate programmes are designed to give students a deep understanding of the theory and practice of business and related disciplines such as mathematics and economics. Programme details are set out in Table 2.1 along with their unique features, and the UCD partner schools involved.
Table 2.1: UCD Business School Undergraduate Programme Offerings (Summary Information)
Programme Title Type/ ECTS Duration Schools involved Unique Features [all level 8 NFQ] (years) (apart from the School of Business)
Bachelor of Commerce Single Major – 3 School of Mathematics • Internship option – year 3 180 ECTS School of Economics • Semester 2 abroad – year 2 • Admission pathway for students who complete the Certificate in Business (B Comm Stage 1) in Wuhan & Xiamen
Bachelor of Commerce Major in Business, 4 School of Mathematics • Opportunity to study 2 International Minor in Language / School of Economics languages in Stage 1 240 ECTS School of Language & • Year abroad in country of Literature language specialism (Year 3) Partner Schools in 10 countries
B Sc Economics & Finance Major in Economics 3 School of Mathematics • Internship option (year 3) & Finance School of Economics
Bachelor of Business & Law* Double major – 4 School of Law (programme Business & Law is located there)
Bachelor of Business Studies Single major 4 • Pathway for mature students to pursue further Bachelot of Business Studies study Hong Kong • Part time programme offering with intensive delivery mode
B Sc Police Leadership Single major 4 • Customized programme for career and organization enhancement. • Part-time programme with intensive delivery mode (bloc sessions)
Bachelor of Science Sri Lanka Single major 3 & Singapore
8 PRINCIPLES OF RESPONSIBLE MANAGEMENT EDUCATION - SHARING INFORMATION ON PROGRESS REPORT 2011-2013 Postgraduate The postgraduate taught programme portfolio (see Table 2.2) comprises pre-experience and post-experience, specialist and generalist masters programmes, which carry 90 ECTS. These programmes are normally offered on a full-time (one year) and part- time (two year) basis, with the majority of students opting for the full-time offering. The pre-experience Masters are designed for individuals with little or no work experience who wish to pursue a generalist or specialist area of study. The specialist areas include Accounting, Finance, Business Analytics, Marketing, Human Resource Management and Management (in various specialisms).
The generalist programmes include the Master in Management (MiM), a programme primarily aimed at non business graduates, and Master in Business Administration programmes. Admission to the MBA is by way of GMAT score, interview and business experience, while admission to the MiM (full and part- time) is based on the applicant’s undergraduate degree category.
Table 2.2: Postgraduate Programme Portfolio – Generalist vs. Specialist
(all 90 ECTS – unless stated otherwise)
Generalist Programmes (Pre Experience) Specialist Programmes (Pre Experience) • Master in Management (MiM) • Masters of Science Business (MSc Business) - 10 majors (Full and part time modes) • Master of Accounting (MAcc) • MSc Strategic Management Accounting (MSc SMA) Generalist Programmes (Post Experience) • Master of Science Business Analytics (MSc BA) • MBA – Full time • Master of Science Marketing Practice (MSc MP) • Executive MBA (3 modes) • MSc Digital Marketing • Master of Science Quantitative Finance (MSc QF) Specialist Programmes (Post Experience) • MSc Energy & Environmental Finance • Master of Science in Project Management • MSc International Management / CEMS MIM (120 ECTS) Practice (MSc PMP) • MSc International Marketing Practice (MSc IMP) Bord Bia • MSc Technology Management (MSc TM) (Executive Education) (115 ECTS) In conjunction with other UCD Schools (pre experience) International programmes: • Master in Engineering (Business Specialism for School of MSc Singapore, Sri Lanka and Hong Kong Engineering • MSc Biotechnology and Business (Business modules for the School of Biomolecular and Biomedical Science
The PhD programme of the School currently has 55 student FTEs. Our policies on admissions, progression and teaching have the objective of training students for an academic career or a specialist research career in the private sector. The PhD is normally four years full-time or six years part-time. The PhD programme is a structured programme and a number of the initial modules in year one have an ethical focus, for instance the issue of research ethics is explored in depth. A number of PhDs also have a sustainability and/or corporate responsibility emphasis.
2.1 UCD School of Business Programme Goals
The UCD School of Business Programme Goals centre around 5 key themes: a) Discipline/Subject Specific Knowledge – our graduates will be well-grounded in the theory and practice of business management and related areas. This is the primary goal; to ensure graduates reach their personal and professional potential it is essential they are current and up-to-date in business dynamics, developments, processes and applications. As noted earlier, programme design has been informed and shaped by research and programme reviews. Both internal and external personnel (academics and practitioners) have contributed to several programme reviews to ensure an objective view prevails.
PRINCIPLES OF RESPONSIBLE MANAGEMENT EDUCATION - SHARING INFORMATION ON PROGRESS REPORT 2011-2013 9 b) Communication skills – our graduates will be able to communicate effectively to key stakeholders on current business/management themes and topics. The opening of the technology-enabled Quinn School in 2002 supported the development and enhancement of students’ personal, professional and communication skills. The importance of this goal has been emphasized in business seminars and was also stressed by employer representatives during a recent B Comm Review.
c) Analytical skills – our graduates will be able to identify and comment critically on business and social issues. Ireland’s secondary school curriculum is very examination-centred; as a result many students strive to continue their rote learning approach on entering university. To ensure that the emphasis on rote learning is reduced, the University specifies that there should be less reliance on formal examinations as a means of measuring student learning. To support this change in learning approach among incoming first year students, the new B Comm programme specifically prepares students for the shift to analytical and critical thinking through module design and assessment. The enhancement of students’ analytical skills is also emphasized for graduate students.
d) Global perspective – our graduates will display an awareness of the impact of cultural, social and ethical diversity in the business world. Given Ireland’s economic challenges and the fact that it is a small open economy, students are expected to develop an appreciation, and understanding, of cultural diversity and see the connectivity between cultural norms and expectations of others. While certain programmes have a professional or discipline specific focus, it is expected that students develop their knowledge of different places and cultures and become aware of different ways of thinking about the world and contemporary issues.
e) Research competencies – our graduates will be able to design and complete business projects, using appropriate research tools. With the reduced emphasis on formal examinations as an assessment technique, continuous assessment tools are more commonly used to promote and measure student learning. Many continuous assessment tasks comprise research projects – company or topic-based completed on an individual or team basis. Additionally, there is an increasing use of project-based modules within programmes which afford students the opportunity to develop and display their research competencies. Many postgraduate programmes include a minor dissertation to be completed during the final learning period.
2.2 Undergraduate Programmes
Our programme goal d) above (Global perspective – our graduates will display an awareness of the impact of cultural, social and ethical diversity in the business world) is the area where Corporate Responsibility and Sustainability perspectives are integrated into our teaching and learning activities. At undergraduate level this has led to the development of a core ‘pillar’ Business in Society that is integrated across our undergraduate programme offerings. The other two pillars are Innovation and Enterprise and Personal Development Planning. The Business in Society theme is detailed further below:
Business in Society: Business plays a fundamental role in our society by creating wealth and employment, and contributing to public services. In addition to this significant contribution, more is increasingly being asked of business in the complex world in which we live. Issues such as global warming, resource depletion or the treatment of workers in developing countries are among a wide range of societal issues that business leaders are required to engage with. Additionally, following the recent global economic downturn and the crisis in the banking and financial sector, the ethical and moral principles of business are firmly in the spotlight.
Students in UCD Quinn School of Business will engage with many of these issues across a range of subjects throughout their degree. They will grapple with some of the individual ethical dilemmas they may encounter in their future business careers, and examine the ways in which firms engage with Corporate Social Responsibility agendas. Individual subject areas also cover specific topics. For example: the social and economic impacts of redundancy on employees; the use of ethical and environmental accounting techniques; the role of marketing in society (e.g. gender in advertising and the dark side of consumption); information privacy issues; how new forms of green innovation and enterprise may lead to renewed economic stability as well as contributing to global sustainability initiatives; and how economic growth can be balanced with long term social sustainability. In summary, students will be challenged to consider the nature of the relationship between business and society and their own role in creating a better society through business success.
10 PRINCIPLES OF RESPONSIBLE MANAGEMENT EDUCATION - SHARING INFORMATION ON PROGRESS REPORT 2011-2013 Our undergraduate Programme Aims also have ethical values built into them:
The overall purpose of the undergraduate degree programmes at UCD Quinn School of Business is to foster the following qualities in our students. These qualities are inspired by Aristotle’s distinction between three important intellectual virtues– episteme, techne, and phronesis:
1. Conceptual Understanding (episteme): A good knowledge of the systems of thought and ideas that have shaped the development of business and management practice and discourse. Graduates should be independent learners and critical thinkers.
2. Technical Mastery (techne): A solid, practical understanding of key business methods, tools and techniques. Graduates should be skilled in the appropriate application of these methods, tools and techniques.
3. Practical Wisdom (phronesis): Mastery in business and management affairs is not reducible to conceptual knowledge and technical skills alone, but requires their judicious integration. This quality emphasises an active awareness of ethical values and provides a vital context for addressing issues concerning advancement of the broader societal ‘good’.
We expect our graduates to demonstrate wisdom and integrity as they apply their knowlege and skills prudently. Moreover, we encourage them to bring energy and an entrepreneurial spirit to all their professional endeavours. Practical wisdom also lies at the heart of the entrepreneurial flair and spirit of responsiveness, contribution and innovation we espouse for our students.
The Business in Society pillar means issues of Corporate Responsibility and Sustainability are integrated into our undergraduate modules over all programme levels (this varies depending on the modules offered). Examples of specific initiatives are detailed below and include modules which have a specific Corporate Responsibility and/or Sustainability focus, as well as modules where these issues are developed within the broader theme under investigation.
2.3 Examples of Undergraduate Modules with Corporate Responsibility and/or Sustainability Focus
Business and Social Enterprise: Business plays a fundamental role in our society by creating wealth and employment, and contributing to public services. As the business environment goes through a particularly turbulent phase in its history, there is an opportunity to think freshly about the ways we do business and about our own capacity to shape and change that environment. This module tasks students to apply entrepreneurial thinking to identify opportunities and solutions that will make an important positive impact on society. Business and Social Enterprise helps students to integrate and apply key management, marketing, finance, and research skills developed in other modules. The module engages the programme pillars of Business in Society, Innovation and Enterprise and Personal Development.
Business in Society: This module considers the nature of the relationship between business and society, and how societal issues are increasingly affecting all aspects of corporate strategy and behaviour. It will introduce students to the key issues of morality, ethics and the law and explore contemporary themes in this arena. Moreover, topical issues, around which informed perspectives and opinions diverge, will form an integral part of the curriculum, e.g. executive remuneration policies, origins of and proposed solutions to the current financial crisis, globalization, relocation of MNCs to low-cost economies. The module aims to provide students with a strong sense of the connections (and tensions) between individual, organizational, and societal actions and outcomes, a sense of social embeddedness, while also retaining a positive/entrepreneurial outlook. This module will exploit these issues and frame student assessment and evoke student engagement through debate, critical analysis and written and verbal expression.
PRINCIPLES OF RESPONSIBLE MANAGEMENT EDUCATION - SHARING INFORMATION ON PROGRESS REPORT 2011-2013 11 Corporate Responsibilities and Business Ethics: This module introduces business ethics, corporate social responsibility and corporate leadership and management. Topics covered include the role of ethics and corporate social responsibility in business and society, best practices in leadership and management, identification of ethical dilemmas, approaches and theories to ethics in a business environment and ethical assessment and decision making for sustainable business performance and integrity.
Developing Future Leaders for Tomorrow’s Sustainable World: This module’s core operating assumption is that the developmental aspect of leadership is a fundamental building block in developing future globally responsible leaders who embrace both an economic, social and ethical approach to business and organizations in society. It looks at the underlying assumptions of the dominant economic paradigm that has driven the business model to date as a gateway into looking at new models that will embrace a more sustainable, ethical and moral paradigm of business in society. Future Leadership proposes that leadership involves more than thinking, behaviour, techniques and position, it involves who we are, our identity or fundamental ethical state. In this context, students will have the opportunity to explore the values of the present paradigm of business whilst simultaneously learning to understand their own values and how they might shape and manage these values into their own sense of leadership as they embark on their career and life paths.
European Industrial Relations and Human Resources Management: This module includes a 3-day fieldtrip to Brussels to visit Business Europe, ETUC (the European Trade Union Confederation), the European Parliament, and the European Commission, including the Directorate-General for Employment, Social Afairs & Inclusion and the Directorate-General for Economic & Financial Affairs.
Future of Work: Few subjects could be judged more vital than the prospects for work and employment. Will there be sufficient job opportunities to support the aspirations of future generations? Will workplaces in the future assume a radically different character? Are we witnessing a redrawing of established divisions of paid and unpaid work? Commentators typically assert that the forces of globalization and technology are challenging current patterns of working. At the extremes, pessimists conjure a haunting spectre of unemployment, insecurity and widening social divisions, while optimists claim that the emerging new knowledge economy will liberate employees from the dull and degrading jobs that stifled many working lives in the past. This module aims to introduce students to classical theories of work and employment and their practical implications for people, business, society and the workplaces of the 21st century.
Global Business: This module is designed to provide students with a broad understanding of the issues involved in doing business in a globalized world economy. Drawing on conceptual insights and empirical evidence in the area, the module discusses the main economic, political, and socio-cultural factors which characterize the global business environment. Subsequently, the module focuses on how these factors impact the establishment and management of international companies. The firm-level issues covered include global strategies and structures, the process and modes of foreign expansion, and financial and human factors in international business. The module explores ethics across cultures and stakeholder perspectives.
Great Management Ideas: Managers face many challenges - some of which reflect the contemporary environment, some of which have remained constant overtime. Managers must make decisions about their business. These decisions include: How should I organize or structure the business? How should I compete? Who should I work with? The management literature offers managers practical solutions to these problems. Some of these solutions have had a profound influence on the practice of management: how we see business and the people involved in it. In this module we explore some of these critical contributions, seeking to understand how each contribution shaped management practice. We also explore how these ideas have implications for contemporary management challenges and the beliefs and values of managers.
People at Work: This module begins by examining the development of the organization of work, key trends and altering patterns in the world of work before moving on to consider who works, what workers do, and what it’s like to work. These and other issues are considered in the context of the major influences on the nature of work, including globalization, differing forms of capitalism and their governance, European integration, economic crisis, as well as the local, national, and transnational strategies and responses of management and labour.
12 PRINCIPLES OF RESPONSIBLE MANAGEMENT EDUCATION - SHARING INFORMATION ON PROGRESS REPORT 2011-2013 Managing Business Ethics: The broad purpose of this module is to help students to develop an awareness of the integration of business and ethical issues in organizations. It explores the role of ethics and business within both its philosophical foundations while equally exploring some of the key psychological dynamics of human behaviour that might help us understand what may be stopping us from acting on the values we feel strongly about in organizational life. The course is highly participative and discursive, and students are expected to take an active role in class. Students are encouraged to discuss ethical issues in business case studies and ethical dilemmas.
Sustainable Business: Sustainable Development is one of the key strategic issues for business in western societies. Managers throughout the business world are under pressure to measure their impact on the environment and to account for the resources they use and the resulting environmental footprint they leave behind. It is now well recognized that the extraction and processing of raw materials, the production of products and the distribution, consumption and disposition of these products is placing increasingly unacceptable environmental burdens on the planet. The module covers such topics as the principles of sustainable development as applied in the business context, developing a sustainable business strategy, building sustainability into product and process design, managing sustainable processes, life cycle assessment, the ISO14001 environmental standard, Implementing sustainable business programmes, measuring and managing environmental performance and managing sustainable supply chains.
Supply Chain Management: This module aims to provide insights into the processes, practices and current thinking in supply chain management. Supply chain management is the management of all the activities in business networks. This means managing the resources and relationships of not just your own company but also your suppliers and your customers. It is key to competitive advantage and is a very different way of thinking about business. This module gives students skills in managing supply chain issues, critical thinking, and analyzing different practices and theory. Sustainable supply chain management is also covered in this module.
2.4 Postgraduate Programmes
As detailed above our postgraduate programmes include both generalist and specialist programmes and all programmes have the concepts of corporate responsibility and sustainability built into them; again with programme goal d) underpinning our collective teaching and learning endeavours (Global perspective – our graduates will display an awareness of the impact of cultural, social and ethical diversity in the business world). Examples of specific programme and individual module activities include the following:
MBA: A key element of the MBA experience for students is the module Doing Business in Emerging Markets. In this, after a series of preparatory lectures, participants visit a developing country (recently Brazil, China or India) and explore business and managerial challenges in these countries. Naturally, issues such as labour rights, ethical issues, pollution and the balance between economic development and environmental degradation are explored on these trips.
In partnership with Irish Aid, the School offers 10 postgraduate places to candidates from Vietnam who attend the School to complete a Master’s programme. The programme is designed to enhance entrepreneurial flair and managerial competence within Vietnam. To date, the UCD School of Business has graduated 25 students.
In 2013 one of our students had her social venture idea accepted into the MBAWorld Trophy contest. We also have an MBA Sustainability Club which organizes various sustainability initiatives throughout the academic year.
MSc Supply Chain:
Supply Chain Sustainability: This module provides a detailed review and analysis of the environmental and stakeholder management tools and techniques used by supply chain managers. The module considers how these techniques fit together to form supply chain management systems and examines their underlying assumptions, approach and role in managerial decision-making. Techniques include environmental management systems and audits; product life-cycle analysis and design for the environment; social and environmental reporting; sustainability and organizational change and stakeholder approaches to management.
PRINCIPLES OF RESPONSIBLE MANAGEMENT EDUCATION - SHARING INFORMATION ON PROGRESS REPORT 2011-2013 13 CEMS (Global Alliance on Management Education): The CEMS programme adopted 5 new programme pillars in December 2012 and the UCD School of Business associated MSc in International Management (IM) programme follows these pillars. Responsibility in business is one of the key principles behind these 5 pillars, as detailed below:
i. Internationalism: Our graduates are knowledgeable international business practitioners able to draw on an international learning experience and a deep understanding of local, regional and global economic, social, political, cultural and institutional factors to inform effective business decision-making and change management in diverse contexts.
ii. Business-embeddedness: Our graduates apply advanced management and leadership competencies developed through systematic experience of, and engagement with, the corporate world and program-embedded work-integrated learning.
iii. Responsible citizenship: Our graduates are expected to champion a holistic vision of responsible business decision-making, leadership and citizenship that is informed by ethical reasoning, personal integrity, respect for social diversity, commitment to success through sustainable business practices and adherence to a multi-stakeholder perspective on organizational purpose.
iv. Reflective critical thinking: Our graduates are confident, agile and reflective decision-makers and problem-solvers, able to formulate and apply innovative solutions to complex business challenges and opportunities in diverse contexts and when faced with dilemmas and ambiguities.
v. Comprehensive leadership: Our graduates assume leadership responsibilities early in their careers, at all levels: personal, group, organizational and societal leadership, fully aware of their personal responsibility and accountability and of the ethical and cultural frameworks in which leadership is exerted.
The MSc IM/CEMS programme structure has been revised for 2013/2014 onwards in line with this set of pillars. Two of the programme’s three core modules are to address all of them. There will also be a focused 2-day seminar on responsible global leadership. Certain ‘responsible business’ elements have also been put in place in the current academic year, including some electives - e.g. Marketing in Society, Managing Organizational Integrity.
For 2014, an MSc CEMS course titled ‘Global Leadership’ is planned. This course will encompass a 2-day conference in which two guest speakers from abroad will address (1) the role of youth and civil society movements in emerging democracies, and (2) the impact of IPO in the pharmaceutical industry and its impact on selling generic drugs in deprived populations.
2.5 Examples of postgraduate modules with a Corporate Responsibility and/or Sustainability Focus
Work and Employment in the Global Economy (MSc): In this module students analyze employment relations in the context of the global economy of the 21st century. Students examine international and national employment relations systems; multinational management and trade union strategies and the role of consent and dissent in shaping the modern European workplace. These areas are studied in the context of the regulation of the contentious relationship between capital and labour at global, European, national and company-level. The concepts of globalization, Europeanization, and their interconnections in the context of changing employment relations are also analyzed. This module includes a fieldtrip to the tripartite, EU-Agency for work and industrial relations, the European Foundation for the Improvement of Living and Working Conditions (Eurofound) in Dublin.
Corporate Governance and Accountability (MBA): The objective of this module is to introduce students to all major aspects of corporate governance. Students will be given an understanding of the basic concepts, theories, regulatory framework and best practice underlying corporate governance. Corporate governance principles and the application of those principles in practical situations will also be dealt with. There is a strong emphasis on responsible leadership and corporate governance.
14 PRINCIPLES OF RESPONSIBLE MANAGEMENT EDUCATION - SHARING INFORMATION ON PROGRESS REPORT 2011-2013 Financial Reporting (MBA): Financial reporting is the means whereby managers provide an account to investors of the financial performance of their company. Financial reporting is one of the primary means of communicating with investors and is a lynchpin of corporate governance. This module addresses various aspects of financial reporting from the perspective of the average investor, focussing on the corporate governance mechanisms that enhance the quality of financial reports together with a detailed understanding of the content of annual reports. Financial Reporting is concerned with reporting information to external parties, primarily investors. It is subject to legal, accounting and stock exchange regulations. There is a strong emphasis on responsible leadership in the module.
Managing Global Sourcing (MSc): Recent years have seen the emergence of a much greater array of options around the sourcing of key product components and services. Now businesses face key strategic decisions about which specific products/services are better provided in-house, and which might be better outsourced to an increasingly global and competitive marketplace of delivery specialists. This new ecology of complex inter-organizational arrangements introduces a range of difficult management challenges. This module will provide managers, engaged with business innovation using ICT, with an understanding of the diverse range of global sourcing options, the attendant opportunities and challenges, and approaches to addressing these in practice.
Managing Change (MSc): This module explores issues of Managing Change in the modern organization. Ethical dilemmas faced during the change process and how the change agent/consultant identifies and deals with these issues are covered. We draw on the Organization Development code of business ethics and consulting firms’ ethical codes and tools to help frame the discussion.
Managing the Negotiation Process (MSc, MBA, MAcc): The module equips students with both the practical skills and theoretical understanding required to be an effective negotiator. It presents a universally applicable approach to negotiation and explores a wide variety of negotiation contexts. Participants will acquire negotiation skills that are valuable in all business and personal interactions that involve conflicting objectives and the potential for negotiation. The role of ethics in negotiation is also explored within the module.
Marketing in Society (MSc): This module explores the key area of marketing in society and considers the importance of key ethical issues in marketing in the context of today's environment of corporate social responsibility and the triple bottom line. The key focus is on the societal and ethical responsibilities of the modern day marketing organization and how organizations can better equip themselves to deal with ethical marketing dilemmas.
Organizational Behaviour (MSc): This module is about working with individuals and groups in organizational settings. Using a collaborative learning process, Faculty and students work together to explore the nature of the contemporary workplace, and how to engage with organizational behaviour. OB is an interdisciplinary field drawing from social psychology, sociology, anthropology and management studies and this module places particular emphasis on the links between work and society: the socially embedded nature of human behaviour and the sociology of work. While mindful of the practical realities of managing organizations, one role of this module is to critically assess the effects of management practices on individual and group behaviour, and vice versa. A theme running through the module is the role and impact of the group, individual difference, how diversity can sometimes be restricted by group interaction, and how that might be addressed. Ethical and authentic leadership as a core issue of the leadership process are explored in the module.
2.6 Examples of Specific Teaching and Learning Commitments in the Corporate Responsibility and/or Sustainability Fields
UCD Centre for Corporate Governance To meet the growing educational needs of company directors, the UCD Centre for Corporate Governance was established in 2002. The Diploma in Corporate Governance, a one-year, part-time accredited programme leading to a UCD qualification in corporate
PRINCIPLES OF RESPONSIBLE MANAGEMENT EDUCATION - SHARING INFORMATION ON PROGRESS REPORT 2011-2013 15 governance, is now in its ninth year. The Centre's research facility actively promotes research in the area of corporate governance and publishes papers and reports in this regard. The Academic Director of the Centre is Professor Niamh Brennan, Michael MacCormac Professor of Management, UCD School of Business.
UCD MSc in Energy and Environmental Finance The MSc in Energy & Environmental Finance is a new programme development within the School and was launched in 2012. The programme aims to advance students’ understanding of finance theory, with a specific focus on the role of markets in relation to global energy demands and environmental implications. It encourages students to develop creative and analytical approaches to problem solving in the energy-environment sphere and to enhance interpersonal and leadership skills. The programme is suitable for graduates from a wide variety of disciplines including Finance/Economics, Engineering, Environmental Science and Mathematics.
Learning Outcomes: 1. Critical awareness of the operation and functions of energy commodity markets and the pricing implications. 2. Enhanced knowledge of the principles and developments in the area of environmental finance. 3. Detailed understanding of cost-benefit analysis and risk-return trade-off and their importance in assessing environmental investments, energy risk management and firms' environmental decisions. 4. Applied knowledge of all quantitative methods required for modelling energy-environment markets.
The following companies are committed to taking interns from the programme during semester 3 of the 2012-13 academic year: Mainstream, Eirgrid, Irish Maritime and Energy Research Cluster, StarSupply Commodity Brokers, Lambay, and Coillte Enterprise.
2.7 Teaching Publications
Books: Murphy P., E. Lacniak and A. Prothero (written and edited by) (2012), Ethics in Marketing: International Cases , Routledge: London.
Cases: Bridgman, T. and McLaughlin, C. (2011) ‘The Battle for Middle Earth: New Zealand’s Bid to Save The Hobbit ’. Academy of Management ‘Dark Side’ Case-Writing Competition, CMS Division, San Antonio, August 2011.
McLaughlin, C. and Bridgman, T. (2013) ‘Apple and the human costs of production’, Case Study and Teaching Note accepted for presentation at the Academy of Management ‘Dark Side’ Case-Writing Competition, CMS Division, Orlando 2013.
McLaughlin, C. (2012) ‘TalkTalk Telecom’. Case written for Business in Society students at the Quinn School. The case is based on a large scale redundancy situation by a profitable company while offering the workers the minimum notice required by law. The situation generated significant public comment and reputational issues for TalkTalk.
Prothero, A. (2012), “Cadbury’s Chocolate Bars: Not Such a Sweet Smell of Success?”, in Murphy P., E. Lacniak and A. Prothero , (Editors), Ethics in Marketing: International Cases, Routledge: London.
Prothero, A. (2012), “Hunky Dory’s Crisps: Advertising on the Edge?” in Murphy P., E. Lacniak and A. Prothero, (Editors), Ethics in Marketing: International Cases , Routledge: London.
2.8 Teaching Awards
UCD offers teaching awards at a number of different levels across the university. In 2012 Professor Andy Prothero was the recipient of the UCD President’s Teaching Award and she is currently engaged in a project with responsible management as its core focus. It explores Ethics in Business Education . The study will focus on the ethical sensitivity of business compared to non-business students by exploring attitudes towards academic dishonesty.
16 PRINCIPLES OF RESPONSIBLE MANAGEMENT EDUCATION - SHARING INFORMATION ON PROGRESS REPORT 2011-2013 SECTION 3: Executive Education and Stakeholder Engagement
PRINCIPLES OF RESPONSIBLE MANAGEMENT EDUCATION - SHARING INFORMATION ON PROGRESS REPORT 2011-2013 17 The UCD School of Business has an active Executive Education Centre and in recent years has been involved in a number of specific corporate responsibility and sustainability initiatives.
The School expects to grow this in the future. Our executive education programmes engage with a number of stakeholder groups – both middle management and senior business executives, as well as public sector and NGO bodies – and as such afford the School a great opportunity to engage in dialogue around pressing issues of concern to business and society, including dialogue which focuses on the challenges involved in meeting social and environmental responsibilities.
The School also has a number of relationships with various stakeholders in the broad corporate responsibility sphere. Specific examples of our recent activities include:
• In 2011 the School launched a successful Executive Edge one day event where thought leading and practice shaping faculty present new ideas that can be used to improve leadership effectiveness, innovation, change agent and growth strategies. The event entered its third year in 2013. The 2012 day attracted over 200 business leaders who were exposed to the latest management thinking. Specific CR and Sustainability topics were included in the 2011 and 2012 events - “Chasing the Crash – What Next for CSR in Ireland?” and “Sustainability: Megatrend or Passing Fad?” • Specific sustainability and CSR Executive Education modules include “Managing the Challenges of Sustainability” and “Ethics and Leadership Values”. • In “Leading for High Impact and Results”, a three-day programme, participants are exposed to the challenges of value conflicts and trade-offs in making decisions. • In 2011, mindful of its obligations to society and to Irish economic recovery in particular, the School developed an informal relationship with the Irish Department of Foreign Affairs and Trade. In the first instance, this involved the School in providing a nearly 50-strong team of academics and students to facilitate the Global Irish Economic Forum . The Forum is a coming together of the Global Irish Network with key figures across Irish society. The Global Irish Network comprises over 300 of the most influential Irish and Irish-connected individuals abroad. Over two days the Global Irish Economic Forum debated the future direction of the Irish economy in a series of sectoral break- out groups. These group discussions were facilitated by the Business School team who then synthesised the outcomes into a report that was initially presented by the Dean to a plenary session of the Forum and subsequently published by the Government. There was a specific session at the forum focusing on “The Green Economy .” • Since 2011, the School has promoted and hosted the annual Ireland/Africa economic forum with the Ireland Aid section of the Department of Foreign Affairs and Trade. The School will host the next forum in October 2013.
3.1 New Executive Education Programme - M.Sc. in Business Sustainability
Executive Education is currently involved in an exciting new initiative with Bord Bia (the Irish Food Board) to develop an M.Sc. in Business Sustainability. Details of the draft programme are highlighted below.
Background Origin Green is a unique sustainability development programme designed to demonstrate the commitment of Irish food and drink manufacturers to operating sustainably. Developed by Bord Bia, it is founded on evidence-based performance and commitment to further improvement of farming and manufacturing in such areas as greenhouse gas emission, energy conservation, water management, biodiversity, community initiatives and health and nutrition.
In order to be part of the programme, participating companies are required to commit to the Origin Green Sustainability Charter that deals directly with the challenges of sustainability.
The Charter is designed to: - Demonstrate the sustainability credentials of individual Irish food and drink manufacturers. - Enhance the reputation of Ireland as a source of sustainably produced food and drink products.
18 PRINCIPLES OF RESPONSIBLE MANAGEMENT EDUCATION - SHARING INFORMATION ON PROGRESS REPORT 2011-2013 The main requirement for companies to participate is the demonstration of a strong commitment at senior management level and throughout the organization to deliver continuous improvement in their performance over time. Companies are being asked to sign up to developing and implementing an action plan covering a period of up to five years, which can be renewed or updated as appropriate at the end of the period.
The Sustainability Charter for an individual company can include plans and targets across three main action areas including raw material sourcing with specific emphasis on primary products, manufacturing processes and local biosphere.
MSc Business Sustainability – The Concept Bord Bia officially launched the Origin Green initiative in May 2012 and is currently working with Irish food and drink companies in building participation and commitment to the programme. In parallel to this work, the concept of developing an associated Ambassador Programme has emerged with the aim of fast-tracking the promotion and development of market awareness of Origin Green and the participating companies involved in the programme. The idea behind the Origin Green Ambassador Programme is to create a formal learning and development programme on sustainability that will serve to develop a strong cohort of individuals who can then positively build awareness of Origin Green and thereby grow Ireland’s international market share for food and drink.
The Origin Green Ambassador Programme is intended to encompass the completion of a bespoke MSc in Business Sustainability comprising the following aspects:
- Selection and recruitment of a cohort of high-calibre individuals. - Scholarship entry to the programme funded by participating companies/Bord Bia. - Formal executive education programme leading to Master’s award. - World class faculty experts on sustainability for the food and drink industry. - Proactive action learning with a parallel company placement. - Exposure to international best practice in sustainability. - In-market ambassadorial role. - Demonstrable outputs measuring impact and value.
PRINCIPLES OF RESPONSIBLE MANAGEMENT EDUCATION - SHARING INFORMATION ON PROGRESS REPORT 2011-2013 19 SECTION 4: Responsible Management Research Activities
20 PRINCIPLES OF RESPONSIBLE MANAGEMENT EDUCATION - SHARING INFORMATION ON PROGRESS REPORT 2011-2013 UCD Business School researchers are involved in a great variety of intellectual activities and produce a range of research outputs and intellectual contributions, from publishing in leading international journals, writing research monographs, contributions to editorial and reviewer duties at leading academic journals, conference organization, case study writing, PhD supervision and external examination, engagement with external stakeholders, multidisciplinary applied and fundamental research, and international research linkages.
This diversity of research endeavour is recognized by the current leadership as a strong and enduring hallmark of UCD Business School’s intellectual positioning and is carefully nurtured through the School’s research supports.
The School has a Director of Research & Innovation appointment as a senior managerial post (currently Professor Susi Geiger). The Director’s remit is to foster a culture of research excellence within the School, to forge multiple relationships with researchers across the broader intellectual community within UCD and internationally, to enhance the School’s intellectual engagement with its external stakeholders and facilitate knowledge exchange with economic and governmental leaders, to support faculty in research and research funding activities and to bring a research focus to the Senior Management Team and School Executive. Business School researchers also have full access to, and support from, the University’s central research function, UCD Research. This function provides assistance with all aspects of research fund applications and acts as a hub for multidisciplinary research coordination. Furthermore, UCD Innovation encourages and facilitates industry engagement for Business School researchers.
Members of faculty in the School of Business have very significant activities in the broad corporate responsibility and sustainability fields. These interests span disciplines, and involve multi-faceted research projects which explore the values of global social responsibility, consider how best to meet social and environmental challenges, and involve dialogue with key stakeholders. As detailed below, these research endeavours include funded research projects with national and international research partners, as well as inter-disciplinary activities. Some examples of recent research activity include:
• Dr. Lucy McCarthy and Dr. Donna Marshall attended the FOM International Corporate Social Responsibility Research Conference in Cologne, Germany in May 2013. Lucy McCarthy was a panel discussion member for a discussion on the ‘Future of CSR’. Donna Marshall was an invited speaker and gave a talk entitled’ Environmental and social sustainability issues in supply chain management’. • Professor Andy Prothero is currently guest editing a special issue of the Journal of Macromarketing – “Sustainability as Megatrend”. The special issue is to be published in June 2014. • In 2012, Dr. Peter McNamara, Dr. Federica Pazagglia and Dr. Karan Sonpar received the Carlo Masini Award for outstanding scholarship in the fields of public and non-profit management, at the Academy of Management Conference. (1st out of 187 papers). The paper used a stakeholder theory lens and was on the topic of the Special Olympics in Ireland. Federica is also currently involved in a project on responsible leadership which has received funding from both UCD and the UCD School of Business and has applied for a UCD grant to organise a conference on “Rethinking the Role of Power in Society”. • In 2011 Dr. Karan Sonpar was a finalist for best paper at the EGOS Conference The paper examines how biometric companies pre-empt attacks on the legitimacy of controversial technologies. • During the IFSAM Bi-annual meeting, which took part in Limerick in July 2012, Dr. Jacob Eisenberg organised, chaired and presented at a symposium that included leading academics from around the world. The title was: Reaching Beyond the Pale: Business Schools and Management Associations as Agents of Positive Change . • Dr. Maeve Houlihan is engaged in research and process consultation work with non-profits and social organisations including New Communities Partnership, Amnesty International and several arts organisations. • Dr. Colm McLaughlin is currently involved in a project on gender inequality and CSR in collaboration with Professor Simon Deakin at the Centre for Business Research, Judge Business School at the University of Cambridge. The project was part of the ESRC-funded Gender Equality Network (GeNet) and compares voluntarist CSR approaches to addressing gender inequality with hard law and reflexive approaches. • Dr. Bruce Martin actively researches issues of access and legitimization for disabled entrepreneurs.
PRINCIPLES OF RESPONSIBLE MANAGEMENT EDUCATION - SHARING INFORMATION ON PROGRESS REPORT 2011-2013 21 The School has an active seminar series across its six Subject Areas and has welcomed talks by many external experts in the broad corporate responsibility area in recent years. The School has a SOS (Society, Organizations and Strategy) Research group and Corporate Responsibility is one of its themes. The School is involved in considerable research endeavours in the Corporate Responsibilty and sustainability fields, and a full list of research publications for faculty members is included in Appendix 1. Specific faculty profiles are detailed in Appendix 2. Below is a brief summary of current research funded projects.
4.1 Research Funding
• Dr Marius Claudy - “Creating More with Less. Service Innovation as a Sustainability Strategy”, which was awarded $7,000 funding from the Product Development and Management Association (PDMA) and also won the David L. Wilemon Research Award from the PDMA for best research proposal.
• Dr. Gerardine Doyle and 6 others – “Enhancing the (cost-)effectiveness of diabetes self-management education: A comparative assessment of different educational approaches and conditions for successful implementation” Total UCD Funding €283,662
The Diabetes Literacy project aims to investigate a number of critical success factors of diabetes self management, with a view to making suggestions to increase the effectiveness of self-management education as part of a comprehensive diabetes strategy at EU level. The partners in the project are: Peter Schwarz, Medical Faculty, Technische Universität Dresden, Germany Gerardine Doyle, UCD School of Business, Ireland, Jürgen Pelikan, Ludwig Boltzmann Institute for Health Promotion Research, Austria Helmut Brand, Maastricht University, Dept. of International Health, The Netherlands Lucy Yardley, University of Southampton, UK Diane Levin-Zamir, CLALIT Health Services, Israel Dean Schillinger, University of California at San Francisco, USA
• Dr Gerardine Doyle, Professor Susi Geiger, and Dr. Peter McNamara – Applied Research in Connected Health (ARCH) Total Business School Funding €388,945 The Applied Research in Connected Health project is funded by Enterprise Ireland (which helps indigenous Irish firms in export markets) and the Irish Development Authority (which focuses on MNC and FDI firms), in collaboration with their industry clients. Our focus in the first year is on the Dementia market. The team consists of PIs from UCD School of Medicine (and partner hospitals); UCD School of Public Health; UCD Business School (accounting, marketing and strategy); ICT partners from University of Limerick and UCD; and the Research Triangle (US – health economics). The project is primarily applied in nature. The broader academic goals of the business models strand of this research are to explore the process of business model design and evolution in the face of market revolutions that are seeking to improve human healthcare for patents using connected health technologies. Within the School of Business, four post doctoral researchers and three research fellows are working on the project.
• Professor Susi Geiger - (with John Finch, Glasgow University) £103,500 from the Leverhulme Foundation (UK) “Environmental regulation of chemistry use in the oil industry in the North sea ecosystem”.
• Dr. Donna Marshall (Principal Investigator) Irish Council of Humanities and Social Sciences Research Fellowship Award (2011) €90,144 ‘People and/or planet: Influences on the adoption of social and environmental supply chain sustainability practices and the effect on supply chain performance. This study examines the environmental and social sustainability practices of companies in Ireland and China in order to develop supply chain sustainability theory and give managers practical advice on their environmental and social supply chain sustainability practices
• Professor Mark Pagell (Principal Investigator) and 8 others. The Safety Case for Business: A Multi-Stakeholder Examination of Best Practices and Health And Safety Outcomes. 2008-2013. A CA $387,000 grant from the Workplace Safety and Insurance Board of Ontario.
• Robson, L. (principal investigator) and 6 others including Profesor Mark Pagell . Further exploration of breakthrough Change in OHS Performance. 2012-2014. A CA $180,360 grant from the Workplace Safety and Insurance Board of Ontario.
• Wells, R.P. (principal investigator) and 5 others including Professor Mark Pagell . Incorporating Musculoskeletal Disorder Prevention into Health and Safety Management and Integrated Management Systems. 2012-2015. A CA 172,056 grant from the Workplace Safety and Insurance Board of Ontario.
22 PRINCIPLES OF RESPONSIBLE MANAGEMENT EDUCATION - SHARING INFORMATION ON PROGRESS REPORT 2011-2013 SECTION 5: The Future
PRINCIPLES OF RESPONSIBLE MANAGEMENT EDUCATION - SHARING INFORMATION ON PROGRESS REPORT 2011-2013 23 This document sets out the School’s commitments to the Principles of Responsible Management Education (2011-2013).
The School is committed to strengthening its activities in this important area in the future and plans to build on its existing activities in each of the six core PRME principles. We will continue developments in both the teaching and learning and research and innovation areas, as well as engaging in dialogue with key stakeholders in relation to responsible business generally – including through our Executive Education activities. We will continue to play an active role in debates surrounding the values of global social responsibility and the challenges involved in meeting our social and environmental responsibilities. As well as developing these key activities, the School has a number of specific plans:
• To appoint a dedicated PRME person for the School. Currently this role rests with the Associate Dean (Academic). • To place further emphasis on curriculum development and ensure integration of the core principles across both our undergraduate and postgraduate offerings. This also connects with our responsibilities to our accreditation bodies – AACSB, AMBA, and EQUIS – which are all key supporters of PRME. • Our faculty will continue its endeavours in the Corporate Responsibility and Sustainability fields in terms of generating research funding (both inter-disciplinary and international), and leading research developments in this important arena. We have both established faculty who have been involved in sustainability and responsible business research since the 1990s and new faculty who are developing their research in this field, and the School will continue to support both. • At the University level, the university recently launched its new Student Charter - http://www.ucd.ie/registry/academicsec retariat/student_code.pdf. Within the Charter is a commitment to the Built Environment of our campus: - “UCD is committed to developing a living, green and sustainable campus using the latest knowledge and technology to develop and maintain energy-efficient buildings. UCD will provide universal access to all its facilities that will cater for people with varying levels of physical ability and all students will benefit from first-class learning facilities and a vast range of social and sporting amenities.”
Within the School of Business, at both our Quinn and Smurfit campuses, the School is committed to following these initiatives, and will look to other PRME members in developing the sustainability of both its campuses.
The Student Charter also has a specific focus on developing our students as follows:
“UCD is proud of its record as an innovative and progressive University with a deep and stated commitment to the holistic development of each student to her or his fullest potential. We continue to develop an outward-looking, international approach with a focus on stimulating creativity, innovation, entrepreneurship and active citizenship in all our students.”
As already indicated in this report, the School of Business currently strives to develop active citizenship in our student community, at both undergraduate and graduate levels, and will continue its commitment to our student community in this regard in our future activities.
24 PRINCIPLES OF RESPONSIBLE MANAGEMENT EDUCATION - SHARING INFORMATION ON PROGRESS REPORT 2011-2013 Appendices
PAGE 1. School of Business Staff engaged in Responsible Management Research 26 2. Responsible Management and Sustainability Publications 2011-2013 31
PRINCIPLES OF RESPONSIBLE MANAGEMENT EDUCATION - SHARING INFORMATION ON PROGRESS REPORT 2011-2013 25 APPENDIX 1 School of Business Staff engaged in Responsible Management Research
Professor Don Bredin Don is Director of the School’s MSc in Energy & Environmental Finance. His research examines the role of markets in relation to energy demands and climate change implications. The energy aspect of the research examines the role of energy price uncertainty on the economy and the implications of energy market deregulation including the food-energy nexus. Research on environmental finance has examined the role and developments of market based incentives to pollution control, namely cap and trade. The first multi country cap and trade system has been in operation in Europe since 2005 and Bredin’s research has examined the scheme in detail. Professor Bredin is currently a principal investigator with UCD’s Earth Institute and UCD’s Energy Institute. During 2012-13, he is a visiting Fulbright Scholar at the MIT Joint Program on the Science and Policy of Global Change.
Professor Niamh Brennan Niamh is Michael MacCormac Professor of Management and Academic Director of the UCD Centre for Corporate Governance. Her research on Financial Reporting, Corporate Governance, Forensic Accounting and Clinical Governance is highly cited in leading international refereed journals. Niamh teaches Financial Reporting and Corporate Governance at undergraduate and postgraduate levels. Her modules contain a strong emphasis on responsible leadership, including integrity and probity in the conduct of business. These principles are reflected in her research on topics such as impression management in financial reporting (two best paper awards), fraudulent financial reporting (7th most downloaded paper on UCD’s Research Repository), whistle- blowing, corporate social responsibility communications, corporate reputation, CEO hubris and corporate governance (top ten downloaded paper on Accounting Auditing and Accountability Journal’s website).
Dr Marius Claudy Marius’ research is concerned with the marketing of innovation. In particular, Marius’ academic work has investigated consumer acceptance and resistance to "eco- innovations", which he extensively researched in the context of renewable energies. For example, his research investigated the widely observed gap between consumers’ positive attitudes and actual unwillingness to adopt renewable energy systems. Marius is also involved in a research project that investigates how businesses include ecological objectives in the development of new products and services, ultimately "creating more with less". The development of new products is currently one of the least understood components of responsible management. The study thus aims to identify the qualities of organizational environments, which foster the development of “sustainable” products and services. The research is sponsored by the Product Development and Management Association (PDMA) and won the prestigious David L Wilemon Research award for best research proposal.
Professor Rosa Chun Rosa is Chair in Global Leadership, Reputation and Responsibility at UCD. Professor Chun has an international reputation as an expert in Corporate Social Responsibility. Prior to joining UCD, Professor Chun was Professor of Corporate Reputation at IMD, Switzerland, and previously held a Chair in Business Ethics and Corporate Social Responsibility at Manchester Business School, U.K. She has taught 'Business and Society' globally on MBA and EMBA programs at CEIBS (China), Rotterdam School of Management (the Netherlands), Bocconi (Italy), Lugano (Switzerland), Fudan (China), and Yonsei University (Korea) where she held a visiting professorship. Professor Chun's work focusing on virtue ethics, ethical leadership, and corporate reputation appears in top academic journals such as the Strategic Management Journal, Harvard Business Review, Journal of Academy of Marketing Science and Industrial Marketing Management among others, and was featured in the international media Financial Times, the New York Times, the Economist, Marketing Week, Times of India, Chosun Daily, Donga Daily, and Mail Business Newspaper. Rosa has served on the executive board at the IABS (International Association for Business and Society) and Social Issues Management (SIM) division of Academy of Management, and serves as Associate editor for the Journal of Business and Society.
26 PRINCIPLES OF RESPONSIBLE MANAGEMENT EDUCATION - SHARING INFORMATION ON PROGRESS REPORT 2011-2013 Dr Gerardine Doyle Gerardine's research interests span the disciplines of accounting, medicine, sociology and taxation. Gerardine has been engaged in the conduct of major funded comparative research projects that have addressed key areas of health policy and management. Gerardine was the Principal Investigator for Ireland on the European Health Literacy Survey which has won three awards for societal impact and for making an outstanding contribution in meeting European health challenges. Gerardine is currently the Principal Investigator for Ireland on a Seventh Framework collaborative project surrounding diabetes and health literacy and is the Irish expert in a European network which is engaged in the study of costing practices for health services and patient level costing. A researcher within the UCD Connected Health Technology Centre: Initial Research Programme 2012, funded by Enterprise Ireland and the IDA, Gerardine is the Principal Investigator for the economic evaluation work package. Gerardine has been an expert evaluator for the European Commission Seventh Framework programme 2013. Gerardine is currently undertaking a research study in the area of tax avoidance. Gerardine has been chairperson of the judging panel for the Crystal Clear MSD Health Literacy Awards 2008-date which seeks to recognize excellence in health literacy in the healthcare sector in Ireland.
Dr Roland Erne Roland's research focuses on the broad areas of International and Comparative Labour Relations and Work in Society. His work centres on European governance and the social and political implications of transnational movements of goods, capital, services, and people. He is interested in how interest associations and social movements - particularly trade unions - respond to processes of regional integration and globalization. In his most important book European Unions: Labor's Quest for a Transnational Democracy (Cornell University Press, 2008; paperback 2010) Roland describes the emergence of a European trade union movement that crosses national boundaries and challenges the assertion that no realistic prospect exists for remedying the EU's democratic deficit. Since its publication, Roland is seen by his peers as “a leading authority on contemporary trade union developments in Europe” (Labor History 50 (2) 2009, 187). In his undergraduate and postgraduate teaching in international and comparative industrial relations and sociology of work, he takes an interest in the overall development of each student. He believes that the acquisition of particular skills is important, but equally significant is the self-realization of the student as an active citizen of our society.
Professor Susi Geiger Susi is the Director of Research & Innovation for the UCD Business School and the Academic Director of the Diploma in Sales Management programme at UCD Smurfit School Executive Education. Educated at the University of Mannheim, Germany, the Sorbonne Nouvelle, Paris, and Dublin City University, Susi's academic work investigates marketing interfaces in both business-to-business and consumer contexts. Her specific research interests lie in the area of technology marketing, specifically in health care markets, and in business- to-business sales. She is currently involved as a Principal Investigator in the Enterprise Ireland-funded Applied Research for Connected Health (ARCH) Centre and in a large-scale project on chemistry suppliers to the North Sea oil industry, funded by the UK Leverhulme Foundation (in collaboration with Strathclyde University, Glasgow). She is also investigating patent management in pharmaceutical companies.
In the past, she has been a Visiting Scholar at the University of Auckland and consulted for a range of industrial and consumer companies. She has gained international recognition for her research through research fund awards and Best Paper prizes such as the Highly Commended Paper Award 2007 for an article on salespeoples’ customer knowledge. Her work has appeared in a wide range of international journals. Prof Geiger sits on the editorial boards of Industrial Marketing Management, Valuation Studies and Consumption, Markets and Culture and has recently published a book on Sales Management (with Paolo Guenzi, Bocconi University).
PRINCIPLES OF RESPONSIBLE MANAGEMENT EDUCATION - SHARING INFORMATION ON PROGRESS REPORT 2011-2013 27 Dr Maeve Houlihan Maeve’s research explores contemporary working lives and work in society. Specific projects have focused on, for example, contingent workers, front line customer service work, management practices, and the framework of the moral economy. She co-edited Work Matters: Critical Reflections on Contemporary Work (Palgrave Macmillan, 2009) and Searching for the Human in Human Resource Management (Palgrave Macmillan, 2007) with Prof Sharon Bolton. She has published in journals including Work, Employment and Society; Work and Occupations and the Journal of Business Ethics. She has supervised doctoral work on CSR and Diversity (The case of HIV/AIDS interventions among South African SMEs with Dr Karla Duarte, and Experiences of Foreign Workers in the Multicultural Workplace with Dr Nassia von Mende). Maeve teaches across organizational behavior, social enterprise and arts management and leads the business cluster of the UCD egalitarian world network. Maeve has a particular interest in the psychology and sociology of the group and developing groupwork literacy.
Dr. Collette Kirwan Collette is a chartered accountant who joined UCD School of Business as a Lecturer in Accountancy in 2012. Prior to joining UCD, Collette was a Lecturer in the School of Business at Waterford Institute of Technology. In April 2013, Collette successfully defended her PhD thesis, “Non-executive directors on boards of private family firms: navigating the complexities of role”. During her PhD studies at UCD, Collette has presented at a number of international conferences, national conferences and doctoral seminars. Collette's research interests incorporate a range of disciples including corporate governance, boards of directors, family business succession, family governance and family business identity.
Dr. Donna Marshall Donna is an Irish Research Council for Humanities and Social Sciences (IRCHSS) Research Fellow and was awarded a grant for the project: People and/or planet: Influences on the adoption of social and/or environmental supply chain sustainability practices and their effect on the performance of the firm. This project involves researching environmental and social supply chain practice and performance in Ireland, the US and China. The initial findings have been presented at several conferences including International Purchasing and Supply Education and Research Association (IPSERA), European Operations Management Association (EurOMA) and Production and Operations Management Society (POMS). Dr. Marshall was an invited speaker for the FOM International Corporate Social Responsibility Research conference in April 2013. She also teaches ethical, social and environmental supply chain management as part of her Masters and undergraduate supply chain programmes.
Dr. Bruce Martin Bruce's research focuses on motivation, education and performance management in entrepreneurship, social entrepreneurship and non-profit contexts. His current work with colleagues from Canada includes a study of entrepreneurship as a means of improving the social and economic conditions of persons with disabilities, and a study with another colleague from Canada examining the relative merit of non-profit versus for-profit organizations as government social service providers, combining transaction cost economics and knowledge based view perspectives. He is currently preparing a study, with colleagues from UCD, of a social enterprise initiative related to inclusivity for persons with disabilities, examining the impact on both participating businesses and on persons with disabilities in their communities.
28 PRINCIPLES OF RESPONSIBLE MANAGEMENT EDUCATION - SHARING INFORMATION ON PROGRESS REPORT 2011-2013 Ms. Rebecca Maughan Rebecca is currently studying for her PhD in the area of corporate sustainability practices at the University of Amsterdam. Her research work is focused on two main projects: the first is in the area of sustainability, identity and accountability in a family firm and the second focuses on the governance process in Irish semi-state bodies. A range of book chapters, professional articles, working and conference papers have been published from these projects. Rebecca has been the recipient of a number of research funding awards, including a New Horizons Grant from the Irish Research Council in 2012 and the Irish Accounting and Finance Association Doctoral Funding Award in 2010. She has also taught courses in the area of corporate governance, sustainability and ethics at undergraduate and graduate level.
Dr. Colm McLaughlin Colm McLaughlin is a Senior Lecturer in Industrial Relations and Human Resource Management. His research is in the broad area of employment relations and CSR, and focuses on the role of sustainable and ethical employment practices in building social and economic value. He has a specific interest in issues of gender equality and low pay. He is also a Research Associate at the University of Cambridge where he has been collaborating with Professor Simon Deakin on CSR, corporate governance mechanisms and regulation theory. Their current research examines the impact of shareholder engagement and internal audit processes on gender and diversity practices, and the findings relate to wider policy debates about the future of equalities legislation. Colm has also written a number of CSR case studies, some of which have been presented at the Academy of Management Conference.
Dr. Peter McNamara Peter’s CSR research focuses on how social ventures can use soft power to both create and sustain a collaborative network of business, public bodies and volunteers to undertake social projects. His sustainability research focuses on the process of business model innovation in connected health markets with the goal of improving access to health care and improved quality of life patents. This work is part of an industry-academia technology centre, Applied Research in Connected Health. His CSR and sustainability teaching contribution is local and international. He teaches CSR topics in graduate education and published an ECCH best selling case on stakeholder management by social ventures, the 2003 Special Olympics World Summer Games. He has supported global conversations on the implementation of PRME and sustainability through his role as the professional development workshop chair of the Management Education and Development division of the Academy of Management, featuring several times in the 2013 conference.
Professor Mark Pagell Mark’s research focuses on the broad area of sustainable supply chain management. He has done numerous projects examining what differentiates exemplars at sustainable supply chain management from exemplars at “traditional” supply chain management and how organizations balance trade-offs between the different components of sustainability. He spent the 2009-2010 academic year on a Marie Curie International Incoming Fellowship studying the role of institutions in sustainable supply chain management. He is presently the PI of a (CA) 387,000 grant from the Workplace Safety and Insurance Board of Ontario studying how organizations can create and maintain production systems that are safe and productive. Mark’s research on sustainable supply chain management has won numerous awards including the best paper published in the Journal of Supply Chain Management (2009) and best paper in the Sustainability track at the Decision Sciences meetings in 2008 and 2011.
PRINCIPLES OF RESPONSIBLE MANAGEMENT EDUCATION - SHARING INFORMATION ON PROGRESS REPORT 2011-2013 29 Dr Federica Pazzaglia Federica is a senior lecturer in management. Her research in the domain of social issues in management primarily focuses on the topics of corporate governance and corporate illegality and has been published in Journal of Business Ethics, Corporate Governance: An International Review, and Family Business Review. She is a winner of a PhD Dissertation Fellowship at the University of Alberta for a thesis on a related topic and of the Carlo Masini Award at the Academy of Management (2012).
Professor Andrea Prothero Andy's research focuses on the broad area of Marketing in Society. Specific research projects have focused on, for example, advertising to children, motherhood and consumption, sustainability marketing, and sustainable consumption; and she has published widely in these areas. In 2005 Andy was the recipient of a President’s Research Fellowship award where she worked on the project “Motherhood: Identity, Experience and Consumption” with colleagues in Denmark, Ireland, the UK and the USA. Most recently Andy received a UCD President's Teaching Award in 2012 and is currently working on a project from the award exploring "Ethics in Business Education". Andy currently serves as Associate Editor of the Global Policy and the Environment Track for the Journal of Macromarketing, and as Associate Editor for the Journal of Marketing Management. She is currently guest editing a special issue of the Journal of Macromarketing "Sustainability as Megatrend" for publication in June 2014.
Dr. Karan Sonpar Karan is a senior lecturer in management. His research in the area of social issues in management builds upon the leadership literature, stakeholder theory, and institutional theory. A key focus of his work is to understand how senior managers reconcile competing demands from their stakeholders and how shared value might be created among stakeholders despite different interests. His work in these areas has been published in the Journal of Management, Journal of Business Ethics, British Journal of Management, and M@n@gement. He is one of the ten founders of the stakeholder theory interest group at the Strategic Management Society and is a recipient of several research awards in this area.
30 PRINCIPLES OF RESPONSIBLE MANAGEMENT EDUCATION - SHARING INFORMATION ON PROGRESS REPORT 2011-2013 APPENDIX 2 Responsible Management and Sustainability Publications 2011 to 2013
Books
Roche, W.K. , Teague, P., Coughlan, A. and Fahy, M. ; (2013) Recession at Work: HRM in the Irish Crisis, Routledge: New York.
Roche, W.K. , Teague, P., Coughlan, A. and Fahy, M .; (2011) Human Resources in the Recession: Managing and Representing People at Work in Ireland, Dublin: Government Publications.
Book Chapters
Bredin, D. , & Liu, N. (2012) Domestic and foreign institutional investor behavior in China: Financial characteristics and corporate governance. In The Role of institutional investors in a globalized environment . Netherlands: Elsevier.
Brennan, N.M. (2011) Governance Matters: Applying Principles of Good Governance in a School Board Context in Helen O’Sullivan and John West-Burnham (eds.), Leadership and Management in Schools: An Irish Perspective , Sage Publications, London, Chapter 3: 24-40.
Deakin, S., McLaughlin, C. and Chai, D. (2012) Gender Inequality and Reflexive Law: The Potential of Different Regulatory Mechanisms in Dickens, L. and Morris, G. (eds) Fairer Workplaces: Making Employment Rights Effective . Oxford: Hart Publishing.
Dobscha, S. and Prothero A. (2012) Re-imagining The Relationship Between Gender and Sustainability: Best Practices for Marketing and Consumer Research, in Gender, Culture and Consumer Behavior, Ed. By C. Otnes and L. Zayer, Chapter 14, New York: Routledge.
Dobscha, S., Prothero A. and McDonagh P. (2012) (Re)-Thinking Distribution Strategy: Principles from Environmental Sustainability” in Marketing Management: A Cultural Perspective , Ed by N. Ozagler-Toulouse, L. Penaloza and L. Visconti, London: Routledge.
Erne, R. (2012) European industrial relations after the crisis. A Postscript in: S. Smismans (ed.) The European Union and Industrial Relations – New Procedures, New Context , Manchester: Manchester University Press: 225-35.
Erne, R. (2012) European unions after the global crisis in: L. Burroni, M. Keune and G. Meardi (eds.) Economy and Society in Europe: A Relationship in Crisis . Cheltenham: Edward Elgar: 124-139.
McDonagh, Pierre Kilbourne, W. E. and Prothero A. (2013, forthcoming) Re-affirming the prevailing order in Humanistic Marketing , Michael Pirson and Richard Varey, eds., London: Palgrave Macmillan Series on Humanistic Management.
McDonagh, P, Dobscha, S., and Prothero A, (2012) Sustainable Consumption and Production: Challenges for Transformative Consumer Research In Transformative Consumer Research for Personal And Collective Well Being: Reviews and Frontiers , Ed. by David Mick, Simone Pettigrew, Connie Pechmann, and Julie Ozanne, Chapter 12, Florida: Taylor & Francis Publishing.
McLaughlin, C. and Deakin, S. (2012) Equality law and the limits of the ‘business case’ for addressing gender inequalities in Scott, J., Dex, S. and Plagnol, A. (eds).
McLaughlin, C. (2013, forthcoming) Corporate Social Responsibility and Human Resource Management, in Cross, C. and Carberry, R. (eds) Human Resource Management: An Introduction . Palgrave Macmillan: Basingstoke.
Maughan, R. , & O’Driscoll, A. (2012) Reconsidering community based retailing. In E. O’Callaghan, & D. O’Riordan (Eds.), Retailing in Ireland - Contemporary perspectives . Dublin: Gill & Macmillan.
PRINCIPLES OF RESPONSIBLE MANAGEMENT EDUCATION - SHARING INFORMATION ON PROGRESS REPORT 2011-2013 31 Miscione, G. (2012) Making sustainable open source software infrastructures by federating and learning in the global context. Free and open source software technology for sustainable development . New York, NY: United Nation University Press.
O’Higgins, E.R.E. (2012) The wealth of oceans: Reconciling preservation and exploitation? In K.O.J. Ims, & O. Nystad (Eds.), Practice and theory in economy, culture and nature . Oslo: Universitetiet i Nordland.
O’Higgins, E.R.E. (2011) The ethics of private equity buy-out deals: The impact on stakeholders and society in: Perrini, F. & Tencati, A(Eds.). Business Ethics and Corporate Sustainability UK : Edward Elgar.
O’Higgins, E.R.E. (2011) Bankers’ bonuses and the ethics of the seven deadly sins in: Jakobsen, O. & Pedersen, L.J.T(Eds.). Responsibility, Deep Ecology and the Self Oslo, Norway : forlag1.
Publications in peer-reviewed journals
Bolton S.C., Houlihan M. and Laaser K (2012) Contingent Work and Its Contradictions: Towards a Moral Economy Framework. Journal of Business Ethics , 111 (1):121-132.
Brennan, N. M. and Conroy, J. P. (2013) Executive Hubris: The Case of a Bank CEO, Accounting, Auditing and Accountability Journal, 26(2): 172-195.
Claudy, M. , M.Peterson & A. O’Driscoll (2013, forthcoming) Understanding the Attitude-Behavior Gap for Renewable Energy Systems Using Behavioral Reasoning Theory, Journal of Macro Marketing.
Craig, R. J. and Brennan, N. M. (2012) An Exploration of the Relationship between Language Choice in CEO Letters to Shareholders and Corporate Reputation, Accounting Forum , 36(3): 166-177.
Davies, G., & Chun, R. (2012) Employee age stereotyping and corporate brand associations, European Journal of Marketing , 46(5): 663-683.
Erne, R. (2012) Le relazioni industriali europee dopo la crisi. Verso un interventionismo regolatorio post-democratico?, Quaderni Rassegna Sindacale – Lavori XIII, (1): 113-126.
Erne, R. (2011) I sindacati europei dopo la crisi globale Quaderni Rassegna Sindacale – Lavori (Roma), XII (1): 157-76.
Doherty, M. and R, Erne (2010) ‘Mind the gap – national and local partnership in the Irish public sector’ Industrial Relations Journal, 41(5) 461-478.
Ilia, L, Sonpar, K. , & Bauer, M. F. (2013, forthcoming) Using co-occurrence analysis with ALCESTE to studies of impression management: Pre-empting attacks on legitimacy in the biometrics industry, British Journal of Management.
Lawrence, D., Pazzaglia, F., and Sonpar, K. (2011) The introduction of an aggressive and non-traditional approach to banking: The risks of hubris, Journal of Business Ethics , 102(3): 401-420.
Longoni, A., Pagell, M., Johnston, D., Veltri, A. (2013, forthcoming) When does lean hurt? An exploration of lean practices and worker health and safety outcomes, Forthcoming International Journal of Production Research .
McLaughlin C. (2013, forthcoming) The role of productivity coalitions in building a 'high road' competitive strategy: The case of Denmark and Ireland, European Journal of Industrial Relations.
Merkl-Davies, D. M., Brennan, N. M. and McLeay, S. J. (2011) Impression Management and Retrospective Sense-Making in Corporate Narratives: A Social Psychology Perspective, Accounting, Auditing and Accountability Journal, 24(3): 315-344. Mary Parker Follett Best Paper Award 2011; Outstanding Paper Award Winner at the Emerald Literati Network Awards for Excellence 2012. One of 24 papers on AAAJ’s 25th anniversary website - Outstanding Articles of the last 25 years.
32 PRINCIPLES OF RESPONSIBLE MANAGEMENT EDUCATION - SHARING INFORMATION ON PROGRESS REPORT 2011-2013 Pagell, M. , Wiengarten, F., Fynes, B. (2013) Institutional Effects and the Decision to make Environmental Investments, International Journal of Production Research , 51(2): 427-446.
Pazzaglia, F. , Mengoli, S., and Sapienza, E. (2013, forthcoming) Earnings Quality in Acquired and Non-acquired Family Firms: A Socioemotional Wealth Perspective. Family Business Review
Prothero A. , S. Dobscha, J. Freund, W. E. Kilbourne, M. G. Luchs, L. K. Ozanne and J. Thøgersen (2011) Sustainable Consumption: Opportunities for Consumer Research and Public Policy, Journal of Public Policy and Marketing , 30(1): 31-38.
Roche, W.K. , & Teague, P. (2012) Human resource management and ADR practices in Ireland, International Journal of Human Resource Management , 23(3), 528-549.
Roche, W.K. , & Teague, P. (2012) The growing importance of workplace ADR, International Journal of Human Resource Management , 23(3): 447-458.
Roche, W.K., & Teague, P. (2012) Business partners and working the pumps: Human resource managers in the recession, Human Relations , 65(10): 1333-1358.
Roche, W.K. , & Teague, P. (2012). Do conflict management systems matter?, Human Resource Management Journal , 51(2): 231- 258.
Roche W.K. (2011) The Breakdown of Social Partnership, Administration, 59 (1):23-37.
San Lam, C., & O'Higgins, E. R. (2012). Enhancing employee outcomes: The interrelated influences of managers' emotional intelligence and leadership style, Leadership & Organization Development Journal , 33(2):149-174.
Teague, P. and Roche, W.K. (2011) Line Managers and the Management of Workplace Conflict: Evidence from Ireland, Human Resource Management Journal , 22 (3):235-251.
Veltri, A., Pagell, M. , Johnston, D., Amick, B., Robson, L., Tompa, E., Hogg-Johnson, S., Macdonald, S. (2013) Understanding Safety in the Context of Business Operations: Evidence from Ten Case Studies, Safety Science , 55: (119-134).
Wiengarten, F., Pagell, M. , Fynes, B. (2013, forthcoming) ISO 14000 certification and investments in sustainable supply chain management practices: Identifying differences in motivation and adoption levels between Western European and North American companies, Journal of Cleaner Production .
Wiengarten, F., Pagell, M. (2012) The importance of quality management for the success of environmental management initiatives, International Journal of Production Economics , 140: 407-415.
Wiengarten, F., Pagell, M. , Fynes, B. (2012) Supply chain environmental investments in dynamic industries: Comparing investment and performance differences with static industries, International Journal of Production Economics , 135: 541-551.
Wu, Z., Pagell, M. (2011). Balancing priorities: Decision making in sustainable supply chain management Journal of Operations Management , 29(6): 577-590.
Book Reviews
Sonpar, K. 2011. Extended review of the book ‘Stakeholder Theory: The State of the Art’. M@n@gement , 14(3): 209-220.
PRINCIPLES OF RESPONSIBLE MANAGEMENT EDUCATION - SHARING INFORMATION ON PROGRESS REPORT 2011-2013 33 Conference Publications
Brennan, N. M. , Merkl-Davies, D.M., & Beelitz, A. (2012) Dialogism in corporate social responsibility communications: Conceptu - alising verbal interactions between organizations and their audiences. 48th British Accounting & Finance Association Annual Conference, Brighton, UK, 17-19 April.
Brennan, N.M. , Merkl-Davies, D.M., and Beelitz, A. (2012) Dialogism in corporate social responsibility communications: Concep - tualizing verbal interactions between organizations and their audiences. 25th Irish Accounting & Finance Association Annual Conference, NUI Galway, Ireland, 24-25 May.
Brennan, N.M. , & Merkl-Davies, D.M. (2012) Rhetoric and argument in corporate social responsibility communications: The dirty laundry case. British Accounting & Finance Association Annual Conference. 25th Irish Accounting & Finance Association Annual Conference. Accounting & Finance Association of Australia and New Zealand.
Chun, R. (2013) Doing Good, Doing Well?1st Good Company Conference by Sisa Press, May 28, Seoul, Korea.
Chun, R. (2013) Publishing researches in CSR and Business Ethics EBEN (European Business Ethics Network) Research Conference, June 6-8 University of Navarra, Spain
Claudy, M.C. , & Peterson, M. (2012) I like it but I won’t buy it: Exploring the attitude-behaviour gap for renewable energy adoption. 37th Macromarketing Conference, Berlin, Germany.
Claudy, M. C ; Peterson, M. (2011) Understanding Consumers Attitudes towards Renewable Energies: It’s in the pocket book, Stupid, 36th Macromarketing Conference Williamsburg, Virgina, USA
Dacko, S., M. Claudy , R.Garcia, and S.Wilner (2013) Sustainability Orientation as a Driver of Innovation within Firms, XXIV ISPIM Conference, Helsinki, Finland.
Doyle, G. (2011) Health Literacy Initiatives in Ireland, The European Health Literacy Conference, Brussels
Gerardine Doyle and Kenneth Cafferkey; (2011) Health Literacy: The Economic Costs, 24th Irish Accounting and Finance Association, University College Cork, Ireland.
Eiadat, Y. (2012) Environmental regulation and proactiveness: What does the Jordanian evidence tell us?, Academy of International Business, Washington D.C., 30 June- 2 July.
Martin, B. , Honig, B., De Clercq, D., (2013) Entrepreneurship for persons with disabilities: economic and social-psychological benefits, Academy of Management Conference, Orlando.
Longoni, A., Pagell, M. , Johnston, D., Veltri, A. (2012) Lean Work Environments and their Impact on Worker and Operational Outcomes, EUROMA Conference. Amsterdam, Netherlands.
McNamara, P. , Sonpar, K. , & Pazzaglia, F. (2012) Enabling stakeholder cooperation in a social venture, Academy of Management Conference, Boston, USA.
Marshall, D. , Hargaden, V. , & Dowling, C. (2012). Do they jump or are they pushed? Influences on the adoption of supply chain sustainability practices, International Purchasing and Supply Education and Research Association Conference.
O’Brien, A.M., & Brennan, N.M. (2012) Clinical governance - towards an evaluation tool. 25th Irish Accounting & Finance Association Annual Conference, NUI Galway, Ireland.
34 PRINCIPLES OF RESPONSIBLE MANAGEMENT EDUCATION - SHARING INFORMATION ON PROGRESS REPORT 2011-2013 Pagell, M. , Johnston, D., Klassen, R., Veltri, A. (2012) Are Safe Human Resources Productive Human Resources? EUROMA Conference, Amsterdam Netherlands.
Pagell, M. , Johnston, D., Klassen, R., Biehl, M. (2011) Is Safe Production an Oxymoron: Evidence from Ten Case Studies, DSI conference, Boston USA.
Robson L, Moser C, Amick III B, Swift M, Mansfield L, Pagell M , Hogg-Johnson S, Shannon H. (2012) Breakthrough change in occupational health and safety CARWH Conference: Innovation in Worker Health and Safety Research, Vancouver, Canada.
Wilner, S., M. Claudy , S. Dacko, and R. Garcia (2013) Innovation as an Outcome of a Sustainability Orientation, European Academy of Marketing (EMAC), 42nd Annual Conference, Istanbul, Turkey.
Invited Talks/Faculty Seminars
Brennan, N.M. & Merkl-Davies, D.M. (2012) Rhetoric and argument in corporate social responsibility communications: The dirty laundry case. Newcastle Business School, Northumbria University, 22 February 2012.
Brennan, N.M. & Merkl-Davies, D.M. (2012) Rhetoric and argument in corporate social responsibility communications: The dirty laundry case. University of Exeter, 15 February 2012.
Brennan, N.M. ., & Merkl-Davies, D.M. (2012) Rhetoric and argument in corporate social responsibility communications: The dirty laundry case. University of Victoria, Melbourne, 28 June 2012.
Brennan, N.M. , & Merkl-Davies, D.M. (2012). Rhetoric and argument in corporate social responsibility communications: The dirty laundry case. University of Canterbury at Christchurch, 27 July 2012.
Chun, R. (2012) Defining ethics for today's communicators. EACD (European Association of Communication Directors), The Heineken experience, Amsterdam, December 10.
Chun, R. (2012) Reputation risks, European Union Chamber of Commerce, Shanghai, China .
Chun, R. (2012) Age of disrepute. Quadriga University International PR conference on Reputation Management, Berlin. March 22, Opening keynote speaker
Chun, R. (2012) Corporate social responsibility. Asian Leadership Conference, Chosun Daily, Seoul, March 7.
Chun, R. (2011) The British-Swiss Chamber of Commerce. “Q&A at Le Richmond, Geneva November 10.
Chun, R. (2011) Taking sustainability to the next level. The World Knowledge Forum (equivalent to the World Economic Forum in Korea), Maekyung newspaper, Seoul, Speaker and moderator, October 11.
Chun, R. (2011) Strategic leadership in corporate communication. Lac Leman Communication Forum, Lausanne, September 1.
Claudy, M. (2013) The Sustainability Megatrend. Walking the Talk. Presentation at: Marketing Society Trends Event, Organized by the Irish Marketing Society, April 2013 Dublin, Ireland.
Claudy, M. (2012) Sustainability & Innovation. Conference Presentation at: 28th Congrès International de l’AFM Association Française du Marketing, May, Brest, France.
PRINCIPLES OF RESPONSIBLE MANAGEMENT EDUCATION - SHARING INFORMATION ON PROGRESS REPORT 2011-2013 35 Claudy, M. (2012) Transportation & Mobility. Panel Chair at: Sustainext EU Summit, October 2012, Dublin, Ireland.
Erne, R. (2012) Les relations professionnelles européennes après la crise. Graduate school, Department of Sociology, Ecole Normale Supérieure de Cachan, France, 14 and 21 May.
Erne, R. (2011) European Unions after the Crisis. Faculty Research Seminar, School of Industrial and Labor Relations, Cornell University, Ithaca (NY), 27 April.
Erne, R. (2011) European Unions after the Crisis. Presentation at the Research Seminar of the Employment Research Centre, Trinity College Dublin, 24 February.
Erne, R. (2011) “Europäische Gewerkschaften nach der Krise“. Erstes Forum Gewerkschaftsforschung Schweiz - Zur Rolle von Forschung und Lehre für die gewerkschaftliche Arbeit der Schweiz, Universität Fribourg, 18 February.
Pagell M. (2013) Keynote presentation “Enhancing the relevance of (sustainable) sourcing and supply chain management research” at the 22 annual International Purchasing and Supply Education and Research Association conference, March 26 2013. Nantes, France.
Pagell M. (2012) Universidad Carlos III de Madrid – Department of Business Administration. Invited research presentation November, 16, Madrid, Spain.
Pagell M. Politecnico di Milano - Department of Management, Economics and Industrial Engineering. Invited research presentation September 27, Milan, Italy.
Pagell M. (2012) Sustainable Supply Chain Management Workshop Cardiff University Business School. Invited research presentation June 26, Cardiff, UK.
Pagell M. (2012) University of Waterloo – Department of Kinesiology. Invited research presentation. April 4, Waterloo, Canada.
Pagell M. (2012) Institute for Work and Health open research plenary. Invited research presentation March 6, Toronto Canada.
Pagell M. (2011) University of Groningen – invited research presentation – June 14, Groningen, Netherlands.
Pagell M. (2011) Me to We Style – A Corporate Social Responsibility Initiative. Invited speaker on sustainable supply chain management – January 19, Toronto, Canada.
Invitations to International Policy-Oriented Conferences
Erne R. (2011) European Foundation for the Improvement of Working and Living Conditions: EU and other Global Economies. The Role of Social Partners in Tackling the Crisis , Dublin, Ireland.
Erne R. (2012) Swedish Trade Union Confederation (LO) & Swedish Transport Workers Federation. Wage Share Workshop , Stockholm, Sweden.
Erne R. (2012) Italian Trade Union Confederation (CGIL) Lo stato delle Relazioni Industriali e del Movimento Sindacale nei paesi di più antica industrializzazione , Bologna, Italy.
Erne R. (2012) Hans-Böckler Foundation Wege aus der Krise , Berlin, Germany.
36 PRINCIPLES OF RESPONSIBLE MANAGEMENT EDUCATION - SHARING INFORMATION ON PROGRESS REPORT 2011-2013 Published Reports
Doyle, G., Cafferkey, K., & Fullam, J. (2012) The European Health Literacy Survey: Results from Ireland . http://www.healthliteracy.ie.
HLS-EU Consortium (2012) Comparative Report of Health Literacy in Eight EU Member States . The European Health Literacy Survey HLS-EU . Maastricht University. (G. Doyle)
HLS_EU Consortium (2012). Technical Report for the HLS-EU Project . European Agency for Health and Consumers. (G. Doyle)
PRINCIPLES OF RESPONSIBLE MANAGEMENT EDUCATION - SHARING INFORMATION ON PROGRESS REPORT 2011-2013 37 38 PRINCIPLES OF RESPONSIBLE MANAGEMENT EDUCATION - SHARING INFORMATION ON PROGRESS REPORT 2011-2013 www.smurfitschool.ie www.quinnschool.ie