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`RESPONSIBLE ENTERPRISE’

University of St Andrews, School of Management

2013PRME Progress Report:

United Nations Principles for Responsible Management Education

CONTENTS

Introduction and Report fromthe Head of School / 2
Brief Outline of the School of Management / 4
Appendix: Selected Publications 2013 / 5

April2014 (1c)

INTRODUCTION and REPORT FROM THE HEAD OF THE SCHOOL OF MANAGEMENT

I

ntroduction

This is our third report to the Principles for Responsible Management Education (PRME) from the University of St Andrews School of Management. The School of Management was among the first signatories to PRME and we continue to try and embed the values of social responsibility and sustainability into the School’s activities. The School’sadoption of the concept of “Responsible Enterprise” isa deliberately open policy in this regard.

We organise ourselves around our 5 “thematic groups” which are the locus of all our teaching and research endeavours. As a small School we try and concentrate on those strengths in which we can maintain an international standing. These themes help us to weave throughout all that we do a focus upon such concerns as: an ethical approach to managing in organisations, the impact of human enterprise on the natural environment, the social and organisational impacts of different forms of financial investment and the crucial roles of creativity and personal development. Through responsible enterprise we are developing a niche that relates directly to our research strengths and guides strategy.

A

Brief Report

The School continues to develop significantly and its personnel, programmes, leadership, initiatives and collaborations are changing in rapid and exciting ways. As a consequence, the Staff Council (the School’s principal means of governance) has decided that we need to take stock and reconsider how we might make best use of PRME and advance our integration of the six principles into all our modules. To this end we intend to take a substantial process of reflection on our progress and future plans in the coming months. Consequently, to provide a full report on our progress with PRME for the end of 2013 seemed to us unsatisfactory. It would only be a combination of repeating what we said in our second report plus an imprecise introduction to a few of the ongoing initiatives. I will therefore take the opportunity provided by this report to simply identify some of the current work-in-progress and leavereporting the results of the more substantial review to a later communication.

The University has recently approved a new MSc Programme in Banking and Finance and a module in Responsible Investment (for postgraduate students). Both the programme and the module will be supported by the Centre for Responsible Banking and Finance. These initiatives provide a much-needed boost for a more ethically and societally based examination of the crucial financial economy and its institutions.

Indeed, our postgraduate programmes are steadily exhibiting a more detailed and nuanced approach to the challenges of responsible enterprise. One really gratifying example is the continuing development of our compulsory taught postgraduate modules MN5001 and MN5002 wherein a taste of the complex issues is offered to the students and, for example, we are introducing case studies based on examples of irresponsible enterprise. Other modules are explicitly trialling new material that flags up the ethical and responsibility issues within the different areas of management.

On the undergraduate programme, the arrival of new colleagues has provided a synergy with our initial developments and we are actively exploring how extant and new modules might offer exciting new insights and opportunities for our very talented students. Of particular note, the compulsory single honours module on research methods has taken a new tack in emphasising the importance of – and the opportunities presented by - exploring and challenging the truth claims made by institutions and enterprises of all kinds.

It is an exciting time and we realise there are opportunities for further synergy between our initiatives and the experiences and initiatives of PRME. It will be novel challenge to see how we might weave PRME and “responsible enterprise” through all our modules, in ways that take into account emerging and diverse understandings and perspectives as the School and University continue to grow.

Finally, I should like to say that I will be standing down as Head of School in 2014 and I will take this opportunity to thank my colleagues for their support in 2013 and wish my successors best wishes for the future.

Paul Hibbert (Head of School of Management)

About St Andrews and the School of Management

St Andrews is Scotland's oldest University and the third oldest University in the English-speaking world. For 600 years, the University has championed academic excellence by attracting scholars of international repute to educate students from across the world.

The School of Management is a top-ranked management school in the United Kingdom and is internationally renowned for its high student satisfaction and research excellence. Students from over 50 nations have come to the School of Management to harness and develop their knowledge for the challenging careers ahead of them.

Approximate student numbers by programme are:

  • Undergraduate sub-honours: 400
  • Undergraduate Honours: 180
  • MLitt Programmes: 200
  • MRes Programme: under review
  • PhD Programme: 40

The School currently comprises an establishment of 30 full time academic positions and 9research and teaching fellows ably supported by an international diversity of visiting fellows and lecturers and a remarkable cohort of administrative and academic related staff. The overall performance and reputation of the School is achieved despite its small size and the School aspires to be amongst the best small management schools in the world.

APPENDIX 1: Selected Publications in 2013

Baluch, A. M., Salge, T. O. & Piening, E. P. (2013), “Untangling the Relationship between HRM and Hospital Performance: The Mediating Role of Attitudinal and Behavioural HR Outcomes”, International Journal of Human Resource Management, 24(16), pp. 3038-3061.

Bebbington, J. and Thomson, I., (2013), "Sustainable Development, Management and Accounting: Boundary Crossing",Management Accounting Research, 24(4), pp. 277-283.

Bennett, M. &Orr, K. (2013), “Ironic localism and a critical history of English 'Reform'” in Sansom, G. & McKinlay, P. (eds.), New Century Local Government: Commonwealth Perspectives (London: Commonwealth Secretariat).

Brown, R. C.& Mason, C.(2013),“Creating Good Public Policy To Support High Growth Firms”,Small Business Economics,40(2),pp. 211-225.

Butler, N.,Chillas, S. A.& Muhr, S. L. (2013), “Professions at the Margins”, Ephemera: Theory and Politics in Organization,13(4),pp. 259-272.

Butler, N.& Spoelstra, S. (2013), “Your Excellency”, Organization, 19(6), pp. 891-903.

Burt, E.& Taylor, J. (2013),“Charities and ICTs: Can IS-enabled Innovation in Business Critical Activities be Delivered?”, Communications of the Association of Information Systems,pp. 204-224.

Davies, H. T. O.& Mannion, R. (2013), “Will prescriptions for cultural change improve the NHS?”, 346, f1305.

Du, Y. &Gray, R. H.(2013), “The emergence of stand-alone social and environmental reporting in Mainland China: An exploratory research note”, Social and Environmental Accountability Journal, 33(2), pp. 104-112.

Franklin, M., Searle, N., Stoyanova, D. and Townley, B. (2013), “Innovation in the Application of Digital Tools for Managing Uncertainty: The Case of UK Independent Film”, Creativity and Innovation Management, 22(3), pp. 320-333.

Gray R. (2013) “Sustainability and Accounting Education: The elephant in the classroom” Accounting Education: An International Journal. 22(4) (pp308-332) ISSN 0963-9284

(Reprinted in Accounting Education Research: Prize-winning contributions (Ed) R. M. S. Wilson (London: Routledge) 2013)

Gray Rob (2013) “Back to basics: What do we mean by environmental (andsocial) accounting and what is it for?—A reaction to Thornton” Critical Perspectives on Accounting 24(6) September (pp459—468)ISSN 1045-2354/doi.org/10.1016/j.cpa.2013.04.005

Gray, R. H. (2013), “Environmental, Social + Sustainability Accounting: Quo Vadis?”, Revista de Contabilidade e Organizações, 7(17), pp. 3-5.

Gray, R. H. (2013), “Standing on the (skeletal) shoulders of a (middle-range) giant: Acknowledging intellectual debt”, Critical Perspectives on Accounting, 24(3), 207-210.

Greig, G., Gilmore, C., Patrick, H. and Beech, N. (2013), “Arresting moments in engaged management research”,Management Learning, 44(3), pp. 267-285.

Hibbert, P. (2013), “Approaching reflexivity through reflection: issues for critical management education”, Journal of Management Education, 37(6), pp. 803-827.

Hoepner, A. G., Kant, B.,Scholtens, B.& Yu, P-S. (2013), “Is the journal Ecological Economics really in itself a poor and misleading guide to what ecological economics is about? A reply to ‘Influencing the perception of what and who is important in ecological economics’”, Ecological Economics, 89, pp. 174-176.

Jacobs, R., Mannion, R.,Davies, H. T. O., Harrison, S., Konteh, F. & Walshe, K.(2013), “The relationship between organizational culture and performance in acute hospitals”, Social Science and Medicine, 76(1), pp. 115-125.

Jung, T., Kaufmann, J. & Harrow, J. (2014), “When Funders Do Direct Advocacy: An Exploration of the United Kingdom's Corston Independent Funders' Coalition”, Nonprofit and Voluntary Sector Quarterly, 43(1), pp. 36-56.

Jung, T., Harrow, J. & Phillips, S. (2013), “Developing a better understanding of community foundations in the UK's localisms”, Policy and Politics, 41(3), pp. 409-427.

Kang, F-C. &Scholtens, B. (2013) “Earnings management and CSR in Asia”, Corporate Social Responsibility and Environmental Management, 20(1), pp. 95-112.

Lambert, A. &Desmond, J.(2013), “Loyal now, but not forever!: A study of narcissism and male consumer-brand relationships”, Psychology and Marketing, 30(8), pp. 690-706.

Lovell, H., Bebbington, J., Larrinaga, C., and Sales de Aguiar, T. (2013), "Putting carbon markets into practice: a case study of financial accounting in Europe", Environment and Planning C, 31(4), pp. 741-757.

Mansell, S. F.(2013), “Shareholder theory and Kant’s ‘duty of beneficence’”, Journal of Business Ethics, 117(3), pp. 583-599.

Mansell, S. F. (2013), Capitalism, Corporations and the Social Contract: A Critique of Stakeholder Theory (Cambridge: Cambridge University Press).

Martin, S., Downe, J., Grace, C. &Nutley, S. M. (2013), “New development: All change? Performance assessment regimes in UK local government”, Public Money and Management, 33(4), pp. 277-280.

Milne, M. &Gray, R. H. (2013), “W(h)ither Ecology?: The Triple Bottom Line, the Global Reporting Initiative, and Corporate Sustainability Reporting”, Journal of Business Ethics, 118(1), pp. 13-29.

Mulder, M. and Scholtens, B. (2013), “The impact of renewable energy on electricity prices in the Netherlands”, Renewable Energy, 57, pp. 94-100.

Myrseth, K. O.& Wollbrant, C. E. (2013), “A theory of self-control and naïveté: The blights of willpower and blessings of temptation”, Journal of Economic Psychology, 34, pp. 8-19.

Ng, A. &Gray, R. H. (2013), “Corporate governance for sustainability in Asia: A work-in-progress or wishful thinking?”, Corporate Governance Asia, 10(1), pp. 46-48.

Nutley, S. M. (2013), “Reflections on mobilising education research” in Levin, B. (ed.), The Impact of Research in Education: An international perspective(Bristol: The Policy Press)

Nutley, S. M.,Powell, A. E.Davies, H. T. O. (2013), What counts as good evidence (London: Alliance for Useful Evidence).

Piening, E. P.,Baluch, A. M.& Salge, T. O. (2013), “The Relationship Between Employees’ Perceptions of Human Resource Systems and Organizational Performance: Examining Mediating Mechanisms and Temporal Dynamics”, Journal of Applied Psychology, 98(6), pp. 926-947.

Roscoe, P.J. (2013), “On the possibility of organ markets and the performativity of economics”, Journal of Cultural Economy, 6(4), pp. 386-401.

Russell, S. and Frame, B. (2013), “Technologies for sustainability: a governmentality perspective”, Journal of Sustainable Development, 16(1/2), pp. 91-106.

Russell, S. L., Greenaway, A., Carswell, F., & Weaver, S. (2013), “Moving beyond ‘mitigation and adaptation’: examining climate change responses in New Zealand”, Local Environment, June, pp. 1-19.

Scholtens, B.& Sievänen, R.(2013), “Drivers of responsible investment in the Nordic countries”, Journal of Business Ethics, 115(3), pp. 605-616.

Siedlock, F., Hibbert, P. and Sillince, J. (2013), “Careers and communities: interdisciplinary work and individual advantage”, Academy of Management Proceedings, 11792

Timming, A. R.& Whittall, M. (2014), “The Promise of European Works Councils: 20 Years of Statutory Employee Voice” in Ackers, P. & Johnstone, S. (eds.), Finding a Voice: Employee Representation in the New Workplace (Oxford: Oxford University Press).

University of St Andrews School of Management