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Regular version of the site
Master 2020/2021

Responsible Business and Sustainable Development

Type: Elective course (HR Analytics)
Area of studies: Management
When: 2 year, 1, 2 module
Mode of studies: offline
Instructors: Ekaterina Ivanova
Master’s programme: HR Analytics
Language: English
ECTS credits: 4
Contact hours: 32

Course Syllabus


At the time of VUCA (volatility, uncertainty, complexity and ambiguity) world caused by planetary ‘grand challenges’ such as climate change, inequality, pandemics, social impact of supply chain practices, shortage of resources and increasing political turbulence, flourishing businesses around the world are forced to devote substantial efforts to responsible business practices and sustainable development. The idea of corporations as simply wealth creating organizations with no obligations to societies in which they operate and no care for the surrounding nature is no longer acceptable in the public eye. Flourishing businesses today are expected to act as agents of world benefit in making our planet a better place for living by contributing to the 17 United Nation’s Sustainable Development Goals (SDGs) . Humanistic management is evolving as a new paradigm for business, based on the protection of dignity and the promotion of well-being rather than just wealth acquisition. This course aims to develop a new generation of responsible business leaders with a sustainability mindset that rests on a multi-disciplinary approach to learning and requires profound ecological awareness, development of systems thinking (knowing) combined with emotional (feeling) and spiritual (being) intelligence. Each session of this course is structured in three parts. The first part is called “Knowing” and focuses on the course content, such as global challenges (e.g. climate change, inequality, health) and how these issues relate to UN’s Global Goals for Sustainable Development. The second part, “Doing”, is dedicated to what we do by connecting theory to practice, for instance how to reach the SDGs, from large global institutions to small local social entrepreneurs. The third part is called “Being” and is centred on individual as point of departure: what we can and want to do? A range of tools such as in-class peer-discussions, reflections, meditation, developing self-awareness and compassion by means of individual and class assignments are used to help the students develop self-knowledge, which is then applied to areas related to the course content, for example conscious consumption, norms and inequalities, ethics and decision making, and career choices. In the final part of the course, the students integrate what they have learned in previous parts of the course, as well as in their master degree program in general, by carrying out an experiential learning research project for the international student-led platform AIM2Flourish.com. Students will be required to do assigned readings and videos prior to each class, participate in class discussions, perform group research projects and present their findings in the class. The first group research project will be dedicated to analysis of the autobiographical book “Good Morning Beautiful Business” by Judy Wicks. The second group project will be focused on case-studies of the sustainability practices worldwide. The third group research project “From Farm to Fork: SDG 12 & SDG 13 in the Food Industry” will be devoted to researching and analyzing company performance and making new data available on the WikiRate platform. There will be an intermediary individual and a final group assignment to control students’ knowledge acquisition. The intermediary assignment will be an in-class essay. Good news is that there will be no FINAL EXAM for this course! The final group assignment has been designed for the students instead of a traditional final exam. It will take a form of a group research project. Students will be given a task to develop and submit stories for the AIM2Flourish.com - world’s first global initiative steering future business leaders towards achieving the UN’s SDGs and a flourishing world for all. Business students around the world are using Appreciative Inquiry (strength-based interviews) and the UN Global Goals for Sustainable Development as a lens to search out and report on world-changing innovations. This international initiative inspires the next generation of business leaders to build a better world by discovering new ways of doing business that are both profitable and progressive: Business as an Agent of World Benefit. It is hosted at the Fowler Center at the Weatherhead School of Management at the Case Western Reserve University and co-sponsored by the UN Global Compact, the UN Principles for Responsible Management Education (PRME) and the Globally Responsible Leadership Initiative.
Learning Objectives

Learning Objectives

  • To introduce students to the evolution, main concepts and practices of responsible business and sustainable development with focus on implementing the 17 UN’s SDGs.
  • To expose students to integrated sustainability business strategies, developed and communicated in line with the generally accepted international standards (e.g. the UN Global Compact, ISO 26000, GRI, etc.) and approaches for addressing the environmental, social and governance (ESG) challenges at the operational level.
  • To provide students with the experiential learning opportunities, based on learning from inspiring case studies and implementing real life research projects for the WikiRate platform on metrics for SDGs and reflecting upon the interaction with responsible and sustainable business practices.
  • To train students to develop critical and appreciative view of the world, facilitate cultivation of the sustainability mindset, by taking into account contemporary debates on the role of business in society and nature with respect to local culture.
  • To empower students to develop stories of local sustainability champions for the AIM2Flourish.com platform by addressing one or several of the UN’s SDGs.
Expected Learning Outcomes

Expected Learning Outcomes

  • • The central theories, concepts, and their managerial implications in CSR und Sustainability
  • • The role of CSR and sustainable innovations in modern organizations (purpose-driven organizations, social enterprises, cooperatives, etc.)
  • • The centrality of stakeholder theory and how to apply stakeholder analysis
  • • The UN Global Agenda 2030 and implementation of the 17 Sustainable Development Goals
  • • The role of international and industry standards in promoting CSR und Sustainability
  • • Develop proficiency in analyzing complex organizational situations, identifying key problem areas, and formulating strategies for CSR und Sustainability
  • • Develop an ability to critically evaluate courses of managerial action in cases relating to CSR and Sustainability
  • • Be aware of, and understand the appropriate relevant research literature on CSR and Sustainability (both academic and practitioner based)
  • • Synthesize material, write and debate analytically on current CSR and Sustainability problems in national and international contexts
  • • The companies’ CSR und Sustainability communication and how to critically analyze non-financial reporting
  • • The changing roles and expectations in the relationships between business, governments and society in different national contexts
  • • Conduct a research project both independently and in groups in a multicultural context
  • • Translate a complex societal problem into a scientific research question, develop a research design for a study to answer it, by applying up-to-date social empirical methods, such as appreciate inquiry interview
  • • Interlink different subjects and disciplines on a specific, theoretical, methodological and empirical level
  • • Through self-learning train how to effectively manage time, extract essence from large amount of information, and approach it analytically
  • • Basic ICT competences for communicating, retrieving and elaborating on the UN SDGs research project
  • • Develop an ability to critically evaluate courses of managerial action in cases relating to responsible and sustainable business
Course Contents

Course Contents

  • Introduction. Responsible Business & Sustainable Development: Meaning, Central Concepts and Debates
    • What is the purpose of business? Why does it make sense to study responsible business & sustainable development now? • What is a purpose-driven organization and a sustainable enterprise? • What are central definitions and frameworks for understanding responsible business & sustainable development? • Which are the three eras of responsibility? How theories of business ethics, CSR & sustainability emerged? • How to shift to sustainable business, sustainable living and sustainable governance?
  • Stakeholder Capitalism, Sustainable Business Models & Responsible Business Norms
    • What is meant by a ‘stakeholder’? What are typical stakeholders and their characteristics? • Why is the stakeholder vs. shareholder paradigm pivotal for the contemporary business? • How to engage with stakeholders and align their interests with corporate prioritization? • What is sustainable business model? What are some of the best practices of sustainable innovations? • What constitutes responsible business norms and standards? Why context matters?
  • Group Presentations and Discussion: Sustainability Book “Good Morning Beautiful Business” & Cases
    • What are the key lessons learned from the book “Good Morning Beautiful Business”? • What are the key take-aways from the sustainability case-studies?
  • Globalization & Sustainable Development
    • What is globalization and how it influences business? • Is localism a new alternative? • How business is dealing with planetary grand challenges and wicked problems? • What is the UN Global Agenda 2030? How to implement the 17 UN’s SDGs? • Which challenges sustainable development poses to “business as usual”?
  • Implementing & Communicating Responsible Business
    • What is the business case of CSR? Which stages CSR is going through? • How is Corporate Sustainability and Responsibility function structured? • What are the key characteristics of good responsible business implementation? • What is a sustainable supply chain management? • Which are the most widely used responsibility communication formats? • Which are the exemplary cause-related marketing types of communication? • What is accountability? What is greenwashing? • What makes GRI a global standard for non-financial reporting? What is the current state of legislation on non-financial reporting?
  • Social Entrepreneurship & Future of Sustainability
    • Why small is beautiful? Is de-growth an alternative? • What are the typical SMEs’ objections to CSR & Sustainability? • What are the reasons for SMEs to adopt CSR management practices? • What are the major features of social entrepreneurship? • What are the types of sustainable economic subsystems? What is the new agenda for welfare, progress and sustainability?
  • Experiential Learning on ESGs in Action
    A study-tour to a sustainability champion in Moscow (subject to COVID19 restrictions)
  • Group Project Presentations on AIM2Flourish and Discussion
    • Why ESG-driven factors are becoming important for business transitioning to sustainability? • How SDGs are integrated into business strategy, model and operations? • What impact sustainable businesses are making by implementing SDGs? • So what is the legacy of a purpose-driven business?
Assessment Elements

Assessment Elements

  • non-blocking Informed participation (including homework tasks & assignments)
  • non-blocking Reflections (walk in nature, museum, guest-speakers’ talks and company visit)
  • non-blocking Mid-term individual assignment (in-class essay question)
  • non-blocking Mid-term individual assignment (project on SDG metrics for WikiRate platform)
  • non-blocking Mid-term group assignment (cases on Sustainability Practices)
  • non-blocking Mid-term group assignment (presentation “Good Morning Beautiful Business”)
  • blocking Final group assignment (story for AIM2Flourish.com and in-class presentation)
Interim Assessment

Interim Assessment

  • Interim assessment (2 module)
    0.3 * Final group assignment (story for AIM2Flourish.com and in-class presentation) + 0.1 * Informed participation (including homework tasks & assignments) + 0.15 * Mid-term group assignment (cases on Sustainability Practices) + 0.15 * Mid-term group assignment (presentation “Good Morning Beautiful Business”) + 0.1 * Mid-term individual assignment (in-class essay question) + 0.1 * Mid-term individual assignment (project on SDG metrics for WikiRate platform) + 0.1 * Reflections (walk in nature, museum, guest-speakers’ talks and company visit)


Recommended Core Bibliography

  • Ackerman, B. A., & Alstott, A. (1999). The Stakeholder Society. New Haven, Conn: Yale University Press. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=52977
  • Aguinis, H., & Glavas, A. (2012). What We Know and Don’t Know About Corporate Social Responsibility: A Review and Research Agenda. Journal of Management, 38(4), 932–968. https://doi.org/10.1177/0149206311436079
  • Andriof, J. (2002). Unfolding Stakeholder Thinking : Theory, Responsibility and Engagement. Sheffield, South Yorkshire, England: Routledge. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=561573
  • Baker, R. W. (2005). Capitalism’s Achilles Heel : Dirty Money and How to Renew the Free-Market System. Hoboken, N.J.: Wiley. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=139656
  • BENYUS, J. M., & M. PAULI, G. A. (2009). The Business of Biomimicry. Harvard Business Review, 87(2), 28–29. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=bsu&AN=96710398
  • Carroll, A. B. (1991). The pyramid of corporate social responsibility: Toward the moral management of organizational stakeholders. Business Horizons, (4), 39. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsrep&AN=edsrep.a.eee.bushor.v34y1991i4p39.48
  • Ceschin, F., & Gaziulusoy, I. (2016). Evolution of design for sustainability: From product design to design for system innovations and transitions. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsbas&AN=edsbas.D13D62BE
  • Clarkson, M. E. (1995). A Stakeholder Framework for Analyzing and Evaluating Corporate Social Performance. Academy of Management Review, 20(1), 92–117. https://doi.org/10.5465/AMR.1995.9503271994
  • Cooperrider, D. L., Stavros, J. M., & Whitney, D. K. (2008). The Appreciative Inquiry Handbook : For Leaders of Change (Vol. 2nd ed). Brunswick, OH: Berrett-Koehler Publishers. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=260682
  • Corporate communication and impression management - New perspectives why companies engage in corporate social reporting. (2000). Journal of Business Ethics, 27(1–2), 55–68. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsnar&AN=edsnar.oai.pure.rug.nl.publications.f6023382.c9b1.431c.89e7.a3d39e9713dd
  • Eisler, R. T. (2007). The Real Wealth of Nations : Creating a Caring Economics (Vol. 1st ed). San Francisco, CA: Berrett-Koehler Publishers. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=260689
  • Elkington, J., & Hartigan, P. (2008). The Power of Unreasonable People : How Social Entrepreneurs Create Markets That Change the World. Boston, Mass: Harvard Business Review Press. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=675039
  • Eva Waginger, Dürrmichael Gorbatschow, Vaclav Havel, Dennis Meadows, Ernst Ulrich Von, & Day Day. (n.d.). – Brundtland Report 1987-“Our Common Future ” of the World. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsbas&AN=edsbas.E350C6A8
  • Gore, A. (2006). AN INCONVENIENT TRUTH. (cover story). Mother Earth News, (218), 54. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=f5h&AN=22401823
  • Gray, R., Dillard, J., & Spence, C. (2009). Social Accounting Research as If The World Matters. Public Management Review, 11(5), 545–573. https://doi.org/10.1080/14719030902798222
  • Halme, M., Roome, N., & Dobers, P. (2009). Corporate responsibility : Reflections on context and consequences. https://doi.org/10.1016/j.scaman.2008.12.001
  • Hammann, E.-M., Habisch, A., & Pechlaner, H. (2009). Values that create value: socially responsible business practices in SMEs – empirical evidence from German companies. Business Ethics: A European Review, 18(1), 37–51. https://doi.org/10.1111/j.1467-8608.2009.01547.x
  • Hawken, P. (1992). The ecology of commerce. Inc, 14(4), 93. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=f5h&AN=9204207284
  • Heckman, L. (2009). Confessions of a Radical Industrialist: Profits, People, Purpose——Doing Business by Respecting the Earth. Library Journal, 134(17), 87. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=asn&AN=44668871
  • Holliday, C. O., Schmidheiny, S., & Watts, P. (2017). Walking the Talk : The Business Case for Sustainable Development (Vol. First edition). London: Routledge. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=1619286
  • Jenkins, H. (2009). A ‘business opportunity’ model of corporate social responsibility for small- and medium-sized enterprises. Business Ethics: A European Review, 18(1), 21–36. https://doi.org/10.1111/j.1467-8608.2009.01546.x
  • Jones, O., & Tilley, F. (2003). Competitive Advantage in SMEs : Organising for Innovation and Change. Hoboken, NJ: John Wiley and Sons, Inc. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=83524
  • Korten, D. C. (1999). The Post-corporate World : Life After Capitalism (Vol. 1st ed). San Francisco, Calif: Berrett-Koehler Publishers. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=41334
  • Laszlo, C. (2003). The Sustainable Company : How to Create Lasting Value Through Social and Environmental Performance. Washington, DC: Island Press. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=118249
  • McWilliams, A., & Siegel, D. (2001). Corporate Social Responsibility: A Theory of the Firm Perspective. Academy of Management Review, 26(1), 117–127. https://doi.org/10.5465/AMR.2001.4011987
  • Meadows, D., Mesarovic, M., Pestel, E., & Chatfield, M. V. (1975). The Limits to Growth: A Report for the Club of Rome’s Project on the Predicament of Mankind/Mankind at the Turning Point: The Second Report to the Club of Rome. Harvard Business Review, 53(4), 160. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=bsu&AN=12326700
  • Mitchell, R. K., Agle, B. R., & Wood, D. J. (1997). Toward a Theory of Stakeholder Identification and Salience: Defining the Principle of Who and What Really Counts. Academy of Management Review, 22(4), 853–886. https://doi.org/10.5465/AMR.1997.9711022105
  • Morsing, M., Schultz, M., & Nielsen, K. U. (2008). The “Catch 22” of communicating CSR: Findings from a Danish study. Journal of Marketing Communications, 14(2), 97–111. https://doi.org/10.1080/13527260701856608
  • Nidumolu, R., Prahalad, C. K., & Rangaswami, M. R. (2009). WHY SUSTAINABILITY IS NOW THE KEY DRIVER OF INNOVATION. (cover story). Harvard Business Review, 87(9), 56–64. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=bsu&AN=43831035
  • Orsato, R. J. (2009). Sustainability Strategies : When Does It Pay to Be Green? Basingstoke: Palgrave Macmillan. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=283282
  • Pauli, G. A. (2010). The Blue Economy : 10 Years, 100 Innovations, 100 Million Jobs. Taos, NM: Redwing Books [Paradigm Publications Imprint]. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=483120
  • Raworth, K. (2017). Doughnut Economics : Seven Ways to Think Like a 21st-Century Economist. White River Junction, Vermont: Chelsea Green Publishing. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=1850087
  • Richardson, J., & Henriques, A. (2004). The Triple Bottom Line : Does It All Add Up. London: Routledge. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=108859
  • Rimanoczy, I. (2013). Big Bang Being : Developing the Sustainability Mindset. Sheffield: Routledge. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=760627
  • Rowley, T. J. (1997). Moving beyond Dyadic Ties: A Network Theory of Stakeholder Influences. Academy of Management Review, 22(4), 887–910. https://doi.org/10.5465/AMR.1997.9711022107
  • Satish Kumar. (2013). Soil Soul Society : A New Trinity For Our Time. East Sussex, UK: Ivy Press. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=1033463
  • Steger, M. B. (2003). Globalization : A Very Short Introduction. Oxford: Oxford University Press. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=264792
  • Sternad, D., Kennelly, J. J., & Bradley, F. (2017). Digging Deeper : How Purpose-Driven Enterprises Create Real Value (Vol. First edition). London: Routledge. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=1592336
  • The social responsibility of international business: From ethics and the environment to CSR and sustainable development. (2016). Journal of World Business, 51(1), 23–34. https://doi.org/10.1016/j.jwb.2015.08.010
  • Tommi Lampikoski. (2012). Green, Innovative, and Profitable: A Case Study of Managerial Capabilities at Interface Inc. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsbas&AN=edsbas.3180231B
  • Veronika Bashtovaya. (2014). CSR reporting in the United States and Russia. Social Responsibility Journal, (1), 68. https://doi.org/10.1108/SRJ-11-2012-0150?utm_campaign=RePEc&WT.mc_id=RePEc
  • Wood, D. J. (1991). Corporate Social Performance Revisited. Academy of Management Review, 16(4), 691–718. https://doi.org/10.5465/AMR.1991.4279616

Recommended Additional Bibliography

  • Becker, H. S., & Ragin, C. C. (1992). What Is a Case? : Exploring the Foundations of Social Inquiry. Cambridge [England]: Cambridge University Press. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=783041
  • Carroll, A. B. (1979). A Three-Dimensional Conceptual Model of Corporate Performance. Academy of Management Review, 4(4), 497–505. https://doi.org/10.5465/AMR.1979.4498296
  • CSR Wonderland: Navigating between movement, community and organisation. (2005). The Journal of Corporate Citizenship, 2005, 19–20. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsnar&AN=edsnar.oai.repository.ubn.ru.nl.2066.47175
  • Cummings, J. L., & Doh, J. P. (2000). Identifying Who Matters: MAPPING KEY PLAYERS IN MULTIPLE ENVIRONMENTS. California Management Review, 42(2), 83–104. https://doi.org/10.2307/41166034
  • Du, S., Bhattacharya, C. B., & Sen, S. (2010). Maximizing Business Returns to Corporate Social Responsibility (CSR): The Role of CSR Communication. International Journal of Management Reviews, 12(1), 8–19. https://doi.org/10.1111/j.1468-2370.2009.00276.x
  • Grayson, D., & Hodges, A. (2004). Corporate Social Opportunity! : Seven Steps to Make Corporate Social Responsibility Work for Your Business. Sheffield: Routledge. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=525534
  • Harding, S. (2012). Grow Small, Think Beautiful : Ideas for a Sustainable World From Schumacher College. Edinburgh: Floris Books. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=778325
  • Jason Russell. (2019). The Golden Passport: Harvard Business School, the Limits of Capitalism, and the Moral Failure of the MBA Elite. Business History, (4), 739. https://doi.org/10.1080/00076791.2018.1426531
  • Lars Thøger CHRISTENSEN, Mette MORSING, & Ole THYSSEN. (2015). The polyphony of values and the value of polyphony. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsbas&AN=edsbas.BA9F1863
  • Laszlo, C. (2010). Berkshire Encyclopedia of Sustainability. Great Barrington, MA: Berkshire Publishing Group. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=310671
  • Laszlo, C., & Zhexembayeva, N. (2011). Embedded Sustainability : The Next Big Competitive Advantage. Sheffield: Routledge. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=760669
  • Margolis, J. D., & Walsh, J. P. (2003). Misery Loves Companies: Rethinking Social Initiatives by Business. Administrative Science Quarterly, 48(2), 268–305. https://doi.org/10.2307/3556659
  • Morsing, M., & Schultz, M. (2006). Corporate social responsibility communication: stakeholder information, response and involvement strategies. Business Ethics: A European Review, 15(4), 323–338. https://doi.org/10.1111/j.1467-8608.2006.00460.x
  • Moschella, M. C. (2007). A Hidden Wholeness: The Journey Toward An Undivided Life – By Parker J. Palmer. Teaching Theology & Religion, 10(2), 112–113. https://doi.org/10.1111/j.1467-9647.2007.00327.x
  • Nair, C. (2010). Consumptionomics : Asia’s Role in Reshaping Capitalism and Saving the Planet. Oxford: Infinite Ideas. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=437172
  • Orlitzky, M., Schmidt, F. L., & Rynes, S. L. (2003). Corporate Social and Financial Performance: A Meta-analysis. Organization Studies, 24(3), 403–441. https://doi.org/10.1177/0170840603024003910
  • Parker, M. (2018). Shut Down the Business School : What’s Wrong with Management Education. London: Pluto Press. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=1810536
  • PEDERSEN, E. R. (2006). Making Corporate Social Responsibility (CSR) Operable: How Companies Translate Stakeholder Dialogue into Practice. Business & Society Review (00453609), 111(2), 137–163. https://doi.org/10.1111/j.1467-8594.2006.00265.x
  • Perrini, F. (2006). The Practitioner’s Perspective on Non-Financial Reporting. California Management Review, 48(2), 73–103. https://doi.org/10.2307/41166339
  • Porritt, J. (2007). Capitalism As If the World Matters (Vol. Rev. pbk. ed). Sterling, VA: Routledge. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=201637
  • Taylor, J. B. (2006). My Stroke of Insight : A Brain Scientist’s Personal Journey. N.Y.: Penguin Books. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=1123334
  • WHITEMAN, G., & COOPER, W. H. (2016). Decoupling Rape. Academy of Management Discoveries, 2(2), 115–154. https://doi.org/10.5465/amd.2014.0064
  • Woot, P. D. (2014). Rethinking the Enterprise : Competitiveness, Technology and Society. Sheffield, UK: Routledge. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=818982