Corporate Social Responsibility in Developing and Emerging Markets Institutions, Actors and Sustainable Development
Book contents
- Corporate Social Responsibility in Developing and Emerging Markets
- Corporate Social Responsibility in Developing and Emerging Markets
- Copyright page
- Dedication
- Contents
- Figures
- Tables
- Notes on Contributors
- Foreword
- Endorsement
- Preface
- Table of Cases
- Table of Legislation
- 1 Introduction to Corporate Social Responsibility in Developing and Emerging Markets: Institutions, Actors and Sustainable Development
- Part I Institutions, CSR Conceptualizations and Sustainable Development
- Part II CSR and Sustainable Development Cross-Country Studies
- Part III Normative and Utility Perspectives
- 14 Islamic Finance, Sustainable Development and Developing Countries: Linkages and Potential
- 15 Developing Countries’ Business Schools and Socially Conscious Business Leaders
- 16 Corporate Participation in Climate Change Mitigation in Developing Countries: ‘Green Capitalism’ as a Tool for Sustainable Development
- 17 Ethics Issues in Outsourcing to Emerging Markets: Theoretical Perspectives and Practices
- 18 Promoting Sustainability in Business and Management Education
- 19 Sustainable Finance, the Law and Stakeholders: Towards Responsible Social Movements
- 20 Sustainable Consumption, Consumer Protection and Sustainable Development: Unbundling Institutional Septet for Developing Economies
- 21 Corporate Social Responsibility and Sustainable Development in Developing and Emerging Markets: Looking Forward
- References
18 - Promoting Sustainability in Business and Management Education
from Part III - Normative and Utility Perspectives
Published online by Cambridge University Press: 18 December 2019
Book contents
- Corporate Social Responsibility in Developing and Emerging Markets
- Corporate Social Responsibility in Developing and Emerging Markets
- Copyright page
- Dedication
- Contents
- Figures
- Tables
- Notes on Contributors
- Foreword
- Endorsement
- Preface
- Table of Cases
- Table of Legislation
- 1 Introduction to Corporate Social Responsibility in Developing and Emerging Markets: Institutions, Actors and Sustainable Development
- Part I Institutions, CSR Conceptualizations and Sustainable Development
- Part II CSR and Sustainable Development Cross-Country Studies
- Part III Normative and Utility Perspectives
- 14 Islamic Finance, Sustainable Development and Developing Countries: Linkages and Potential
- 15 Developing Countries’ Business Schools and Socially Conscious Business Leaders
- 16 Corporate Participation in Climate Change Mitigation in Developing Countries: ‘Green Capitalism’ as a Tool for Sustainable Development
- 17 Ethics Issues in Outsourcing to Emerging Markets: Theoretical Perspectives and Practices
- 18 Promoting Sustainability in Business and Management Education
- 19 Sustainable Finance, the Law and Stakeholders: Towards Responsible Social Movements
- 20 Sustainable Consumption, Consumer Protection and Sustainable Development: Unbundling Institutional Septet for Developing Economies
- 21 Corporate Social Responsibility and Sustainable Development in Developing and Emerging Markets: Looking Forward
- References
Summary
The chapter acknowledges a broad consensus following the recession of 2008 that ethically challenging practices have permeated the world of today’s businesses. Not only are the developing and emerging economies suffering from unethical corporate practices, they are also plagued by poor leadership. They also note that, in many cases, business leaders and entrepreneurs fail to understand their discretionary responsibilities to care for the ecosystem on which lives and businesses depend in enjoying the fruits of the free market and taking advantage of weak governance mechanisms and poor leadership, especially in the developing and emerging economies. The authors argue that the tenets of sustainability, which emphasizes the purpose of business as economic advancement coupled with concerns for socio-environmental well-being, offers some direction towards filling the ethical gap in management education to ensure sustainable development in the emerging economies. The chapter therefore examines how sustainability education can be more deliberately advanced in business and management education institutions in the emerging and developing countries.
Keywords
- Type
- Chapter
- Information
- Corporate Social Responsibility in Developing and Emerging MarketsInstitutions, Actors and Sustainable Development, pp. 348 - 364Publisher: Cambridge University PressPrint publication year: 2019
References
Alcaraz, J. M. and Thiruvattal, E. (2010). An Interview with Manuel Escudero the United Nations’ Principles for Responsible Management Education: A Global Call for Sustainability. Academy of Management Learning and Education, 9(3), 542–550. http://doi: 10.5465/AMLE.2010.53791834.Google Scholar
Alon, I. and Mcintyre, J. R. (2005). Business and management education in China: Transition, pedagogy and training. New Jersey: World Scientific.CrossRefGoogle Scholar
Amaeshi, K., Adegbite, E. and Rajwani, T. (2016). Corporate social responsibility in challenging and non-enabling. Institutional contexts: do institutional voids matter? Journal of Business Ethics, 134(1), 135–53. http://doi:10.1007/s10551-014-2420-4.Google Scholar
Bansal, P. (2005). Evolving sustainably: A longitudinal study of corporate sustainable development. Strategic Management Journal 26(3), 197–218.Google Scholar
Baumol, W. J., Litan, R. E. and Schramm, C. J. (2009). Good capitalism, bad capitalism, and the economics of growth and prosperity. New Haven: Yale University Press.Google Scholar
Boisot, M. and Fiol, M. (1987). Chinese boxes and learning cubes: Action learning in a cross-cultural context. Journal of Management Development, 6(2), 8–18.Google Scholar
Brunton, G. D., Ahlstrom, D. and Li, H. L. (2010). Institutional theory and entrepreneurship: where are we now and where do we need to move in the future? Entrepreneurship Theory & Practice, 34(3), 421–440.Google Scholar
Caravella, D. K. (2011). “Mimetic, Coercive and Normative Influences in Institutionalisation of organisational Practises: The Case of Distance Learning in Higher Education”. Dissertation submitted to the Faculty of The College for Design and Social Enquiry, Florida Atlantic University, 2011.Google Scholar
Carpenter, V. L. and Feroz, E. H. (2001). Institutional theory and accounting rule choice: An analysis of four US state governments’ decisions to adopt generally accepted accounting principles. Accounting, Organizations and Society, 26(7), 565–596.Google Scholar
DiMaggio, P. J. and Powell, W. W. (1991). Introduction. In Powell, W. W and DiMaggio, P. J., eds., The New Institutionalism in Organizational Analysis. Chicago: University of Chicago Press, pp. 1–38.Google Scholar
DiMaggio, P. J. and Powell, W. W. (1983). The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields. American Sociological Review, 48(2), 147–160.Google Scholar
Elkington, J. (1999). Cannibals with forks: The triple bottom line of 21st century business. Gabriola Island: New Society Publishers.Google Scholar
Glover, J. L., Champion, D., Daniels, K. J. and Dainty, A. J. D. (2014). An institutional theory perspective on sustainable practices across the dairy supply chain. International Journal of Production Economics, 15(2), 102–111.Google Scholar
Goldsmith, A. A. (2001). Risk, Rule and Reason: Leadership in Africa. New Jersey: John Wiley & Sons, Ltd.Google Scholar
Green Education Foundation Institute (2018). What is Sustainability Education? Available at www.gefinstitute.org/what-is-sustainability-education.html accessed July 1, 2018.Google Scholar
Hanson, M. (2001). Institutional theory and educational change. Educational Administration Quarterly, 37(5), 637–661.CrossRefGoogle Scholar
Haski-Leventhal, D. (2014). MBA student values, attitudes and behaviors: a cross-cultural comparison of PRME signatory schools. SAM Advanced Management Journal, Autumn, 29–41.Google Scholar
Hoffman, A. J. (1999). Institutional evolution and change environmentalism and the US chemical industry. Academy of Management Journal, 42(4), 351–371.Google Scholar
Hoffman, A. J. and Jennings, P. D. (2015). Institutional theory and the natural environment: Research in (and on) the Anthropocene. Organization & Environment, 28(1), 8–31. https://doi.org/10.1177/1086026615575331.CrossRefGoogle Scholar
Hope, K. and Chikulo, B. (2000). Corruption and development in Africa: Lessons from country case studies. London: Palgrave Macmillan.CrossRefGoogle Scholar
Kell, G. and Haertle, J. (2011). UN global compact and principles for responsible management education: The next decades. Global Focus: The EFMD Business Magazine, 5(2), 14–16.Google Scholar
March, J. G. and Olsen, J. P. (1989). Rediscovering institutions: The organizational basis of politics. New York: The Free Press.Google Scholar
Muff, K. (2013). Developing globally responsible leaders in business schools. Journal of Management Development, 32(5), 487–507. http://dx.doi.org/10.1108/02621711311328273Google Scholar
Net Impact & The Aspen Institute (2011). Business Skills for a Changing World: An Assessment of What Global Companies Need from Business Schools. Available at https://netimpact.org/sites/default/files/documents/business-skills-changing-world-2011.pdf accessed February 10, 2019.Google Scholar
Nwagwu, I. and Ogbechie, C. (2017). The role of management education in Africa’s emerging economies: Reaching the bottom billion through inclusive business models, In Gudic, M., Tan, T. K. & Flynn, P. M., eds., Beyond the bottom line: Integrating the UN global compact into management education. Saltaire: Greenleaf Publishing.Google Scholar
Perry, M. and Win, S. (2013). An evaluation of PRME’s contribution to responsibility in higher education. Journal of Corporate Citizenship, (49), 48–70.Google Scholar
Prahalad, C. K. (2012). Bottom of the pyramid as a source of breakthrough innovations. Product management & management association, 29(1), 6–12.Google Scholar
Prandini, M., Vervoort, I. P. and Barthelmess, P. (2012). Responsible Management Education for 21st Century Leadership. Central European Business Review, 1(2), 16–22.Google Scholar
Rasche, A. and Escudero, M. (2009). Leading change: The role of the principles for responsible management education. Zeitschrift für Wirtschafts- und Unternehmensethik, 10(2), 244–50.Google Scholar
Rasche, A. and Gilbert, D. U. (2015). Decoupling responsible management education – Why business schools may not walk their talk. Journal of Management Inquiry, 24(3), 239–252. http://doi: 10.1177/1056492614567315.CrossRefGoogle Scholar
Rigoglioso, M. (2012). End of the American dream? Income disparities are widening the achievement gap. Stanford Educator, Summer, 4–5.Google Scholar
Rotberg, R. I. (2004). When states fail: Causes and consequences. Princeton: Princeton University Press.CrossRefGoogle Scholar
Sarkis, J., Zhu, Q. and Lai, K. H. (2011). An organizational theoretic review of green supply chain management literature. International Journal of Production Economics, 130, 1–15.Google Scholar
Sattiraju, N. (2016). “CSR: an underrated approach to sustainable progress”. Available at https://yourstory.com/2016/09/csr-sustainability accessed July 20, 2019.Google Scholar
Soderstrom, S. and Weber, K. (2011). Corporate sustainability agendas from the bottom up. European Business Review, 6–9.Google Scholar
Stanford Report (2014). “The Poverty and Inequality Report 2014”. Available at https://web.stanford.edu/group/scspi/sotu/SOTU_2014_CPI.pdf accessed July 20, 2019.Google Scholar
United Nations Educational, Scientific and Cultural Organization [UNESCO] (2014). UNESCO Roadmap for Implementing the Global Action Programme on Education for Sustainable Development, UNESCO, Paris.Google Scholar
Vance, R. E., Cooper, B. S. and Hite, S. J. (1999). Understanding the politics of research in education. Educational Policy, 13(1), 7–22. https://doi.org/10.1177/0895904899131002.Google Scholar
Waddock, S., Rasche, A., Werhane, P. and Unruh, G. (2011). The principles for responsible management education: Implications for implementation and assessment. In Swanson, D. L. and Fisher, D. G., eds., Ethics in practice: Toward assessing business ethics education, pp. 13–28. Charlotte: Information Age Pub.Google Scholar
Westphal, J. D., Gulati, R. and Shortell, S. M. (1997). Customization or Conformity? An institutional and network perspective on the content and consequences of TQM adoption. Administrative Science Quarterly, 42(2), 366–394.Google Scholar
Weybrecht, G. (2015). The sustainable MBA: A business guide to sustainability, Second Edition. New Jersey: John Wiley & Sons, Ltd.Google Scholar
World Business Council for Sustainable Development (2010). Vision 2050: The new agenda for business. Conches-Geneva. Switzerland: WBCSD.Google Scholar
World Commission on Environment and Development (1987). Our common future. Oxford: Oxford University Press.Google Scholar
Zucker, L. (1987). Institutional theories of organizations. Annual Review of Sociology, 13(1), 443–464.Google Scholar