Voluntas 218 trust overland park ks

C O N T E N T S PART A: BASICS

1) Context: Drivers, Actors, Subjects 2) Management: Basics and Processes

PART B: DOMAINS

3) Sustainability: Managing for the Triple Bottom Line

4) Responsibility: Managing for Stakeholder Value

5) Ethics: Managing for Moral Excellence

PART C: PLANNING

6) Strategy: Responsible Competitiveness

7) Entrepreneurship: Value-Added Ventures

PART D: ORGANIZING

8) Organization: Responsible Infrastructure

9) Operations: Responsible Enterprise Excellence

10) Supply Chain: Responsible Supply and Demand

PART E: LEADING

11) Human Resources: HR-RM Symbiosis 12) Marketing and Communication:

Stakeholder Goodwill 13) International Business and Manage-

ment: Glocally Responsible Business

PART F: CONTROLLING

14) Accounting and Controlling: Stakeholder Accountability

15) Finance: Responsible Return on Investment

PRINCIPLES OF RESPONSIBLE MANAGEMENT

Glocal Sustainability, Responsibility, and Ethics

C H A P T E R C O N T R I B U T O R S

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Aurea Christine Tanaka, United Nations University Institute of Advanced Studies (Shortage of water…, Empowering women in rural Bangladesh …, and Global Compact …)

Bligh Grant, UNE Business School, University of New England (Just “talking the talk”?)

Dewi Fitraasari, School of Accounting and Finance, Bina Nusantara University, Jakarta (MDGs and CSR …)

Oliver Laasch, Tecnológico de Monterrey (Chapter author)

Bjoern Stigson, World Business Council for Sustainable Development (Pioneer Interview)

Narine Arustamyan, VivaCell-MTS (Practitioner Profile)

Aurea Christine Tanaka, United Nations University Institute of Advanced Studies (Responsibly building capacity…)

Eappen Thiruvattal, University of Dubai (A need for awareness and skill development in the UAE)

Isabel Rimanoczy, Fordham University (Special perspective: How to become a Big Bang Being)

Kemi Ogunyemi, Lagos Business School, Pan-African University (Leading toward a sustainable Africa)

Shiv K. Tripathi, Mzumbe University (Integrating social and economic goals through e-Choupal)

Ulpiana Kocollari, University of Modena (Responsible management and business in the 1930s?)

Oliver Laasch, Center for Responsible Management Education (Chapter author)

Jonas Härtle, Head of PRME Secretariat (Pioneer Interview)

Thomas Hügli, AXA Winterthur (Practitioner Profile)

John Elkington, Volans (Pioneer Interview)

Judith Ruppert, 360 Environmental (Practitioner Profile)

Oliver Laasch, Sustainable Consumption Institute, The University of Manchester (Chapter author)

Barbara Coudenhove-Kalergi, Center for Responsible Management, Vienna (Engagement success…)

Dewi Fitraasari, School of Accounting and Finance, Bina Nusantara University, Jakarta (Strategic positioning from oil to…)

Oliver Laasch, Tecnológico de Monterrey (Chapter author)

Edward Freeman, Darden School of Business at the University of Virginia (Pioneer Interview)

Sudhir Kumar Sinha, Sipla (Practitioner Profile)

Bligh Grant, University of New England Business School (Tough decision: CEO grounds airline...)

Josie Fisher, University of New England Business School (A virtuous business?, Core Values: ..., Operationalizing ... , Measuring ethics ..., Corporate whistleblowers..., and Expensive advice...)

Matthias Wühle, Policen Direkt (Developing a professional ethics ...)

Sharon Dafny, Management Consultant (Values-driven ethical fashion)

Oliver Laasch, Tecnológico de Monterrey (Chapter author)

Linda K. Treviño, SMEAL College of Business, Pennsylvania State University (Pioneer Interview)

John C. Lenzi, ITT Corporation (Practitioner Profile)

Nick Tolhurst, Steinbeis University Berlin (Betapharm case)

Oliver Laasch, Tecnológico de Monterrey (Chapter author)

Cansu Gedik, Mikado Consulting (Practitioner Profile)

Mark Kramer, FSG (Pioneer Interview)

Martin Perry, School of Management, Massey University (Inside and outside ..., New Zealand public agency reform ... and Special perspective: Sustainable innovation primer)

Rory Ridley-Duff, Sheffield Hallam University (Chapter author)

Copyright 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s). Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.

Michael Bull, Manchester Metropolitan University (Chapter co-author)

Oliver Laasch, Steinbeis University Berlin (Chapter editor)

Mark Kramer, FSG, (Pioneer Interview)

Doru Mitrana, MVV, (Practitioner Profile)

Aurea Christine Tanaka, United Nations University Institute of Advanced Studies (Structuring for responsible performance)

Jane Best, Refugees in Japan (Multi-organization architectures)

Jürgen Wittstock, Keio University (Multi-organization architectures)

Ulpiana Kocollari, University of Modena (Afuture- programming for sustainability)

Sharon Dafny, Management Consultant (Box contributor Challenges for organizational change)

Oliver Laasch, Center for Responsible Management Education (Chapter author)

Roger Conaway, Tecnológico de Monterrey (Chapter co-author)

Simon Zadek, Tsinghua School of Economics and Management (Pioneer Interview)

Anis Ben Brink, CSR Arabia (Biking for eco-efficiency, and Setting multiple operational benchmarks)

Aranzazu Gomez-Segovia, Center for Responsible Management Education (The illusion of waste)

Aurea Christine Tanaka, United Nations University Institute of Advanced Studies (A question of the right process)

Ulpiana Kocollari, University of Modena (Box contributor COPIS for health and food safety)

Rick Edgeman, Aarhus University (Chapter author)

Oliver Laasch, Sustainable Consumption Institute, University of Manchester (Chapter co-author, editor)

Zhaohui Wu, College of Business, Oregon State University, (Chapter co-author)

Sandra Waddock, Carroll School of Management, Boston College (Pioneer Interview)

Cecilia del Castillo, Eaton (Practitioner Profile)

Al Rosenbloom, Dominican University (Engaging back to the source – into the Amazon)

Anis Ben Brink, CSR Arabia (Green logistics and transportation fleet in the middle-East)

Rick Edgeman, Aarhus University (Chapter co-author)

Matthias Wühle, Policen Direkt (Unusual recycling)

Ulpiana Kocollari, University of Modena (Food security as an example for social supply chain sustainability)

Zhaohui Wu, Oregon State University (Chapter author)

Oliver Laasch, Steinbeis University (Chapter co-author)

Michael Braungart, Erasmus University (Pioneer Interview)

Mariné Rodríguez Azuara, AES (Practitioner Profile)

Roger N. Conaway, Monterrey Institute of Technology (Chapter author)

Elaine Cohen, Beyond Business, (Chapter co-author)

Oliver Laasch, Center for Responsible Management Education (Chapter editor)

Erika Guzman, Innovation Packaging & Process S.A. de C.V. (Practitioner Profile)

Shel Horowitz, GreenAndProfitable.com (Market differently to green and nongreen Audiences)

Pablo Largacha, The Coca Cola Company (Coca Cola´s “secret recipe” for effective stakeholder communication)

Roger N. Conaway, Tecnológico de Monterrey (Chapter author)

Oliver Laasch, Tecnológico de Monterrey (Chapter co-author)

Philip Kotler, Kellogg School of Management at Northwestern University (Pioneer Interview)

Adela Lustykova, Chládek & Tintěra, Inc. (Practitioner Profile)

Al Rosenbloom, Dominican University (The world´s trash can …, Sweet business…, and Harnessing ethnic diversity …)

Barbara Coudenhove-Kalergi, Center for Responsible Management, Vienna (Critical stakeholder demand in Bulgaria…)

Jenik Radon, School of International and Public Affairs, Columbia University (A glocal approach against corruption)

Shiv K. Tripathi, Mzumbe University (Developing a sustainable export business)

Mahima Achuthan, Columbia University (A glocal approach against corruption)

Nick Tolhurst, Steinbeis University Berlin (Introductory case, topic adviser)

Roger Conaway, Tecnológico de Monterrey (Chapter author)

Oliver Laasch, Center for Responsible Management Education (Chapter co-author)

Geert Hofstede, (Pioneer Interview)

Laura Clise, AREVA (Practitioner Profile)

Aurea Christine Tanaka, United Nations University Institute of Advanced Studies (Indicators for social entrepreneurship)

Kemi Ogunyemi, Lagos Business School, Pan-African University (Developing triple-bottom-line indicators…)

Loretta O´Donnell, Australian School of Business, University of New South Wales (From human capital to…)

Martin Perry, School of Management, Massey University (Auditing social accounts in New Zealand)

Shel Horowitz, GreenAndProfitable.com (Did we miss something?)

Ulpiana Kocollari, University of Modena (Chapter author)

Daniel Ette, Hansgrohe (Practitioner Profile)

Nick Tolhurst, Steinbeis University, (Section contributor: Understanding the Basics of Accounting)

Ajay Jain, Aarhus University (Fiduciary irresponsibility – corruption)

Anis Ben Brink, CSR Arabia (Leading financial and responsible management practices in the Middle East)

Aurea Christine Tanaka, United Nations University Institute of Advanced Studies (Maximizing stakeholder return …)

Charles Mc Jilton, Second Harvest (Unsellable food finance)

Dewi Fitraasari, School of Accounting and Finance, Bina Nusantara University, Jakarta (Mandatory CSR budgeting)

John Bayles, Tengu Natural Foods (Unsellable food finance)

Jürgen Wittstock, Keio University (Unsellable food finance)

Martin Perry, School of Management, Massey University (Ethical financing in New Zealand)

Reinhard Schmidt, Goethe University Frankfurt (Expert Corner Interview: Microfinance)

Sharon Dafny, Management Consultant (Reducing cost by creating “diverse” jobs in Israel)

Oliver Laasch, Sustainable Consumption Institute, The University of Manchester (Chapter author)

Nick Tolhurst, Steinbeis University Berlin (Chapter co-author)

Robert Costanza, Portland State University, Oregon (Pioneer Interview)

Francisco Acuña Mendez, InTrust (Practitioner Profile)

By Oliver Laasch and Roger N. Conaway

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Principles of

RESPONSIBLE MANAGEMENT Glocal Sustainability, Responsibility, and Ethics

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Copyright 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s). Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.

Principles of

RESPONSIBLE MANAGEMENT Glocal Sustainability, Responsibility, and Ethics

Oliver Laasch Center for Responsible Management Education (CRME) and University of Manchester

Roger N. Conaway Tecnológico de Monterrey

A CRME publication in support of PRME

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C O N T E N T S Principles of Responsible Management: Glocal Sustainability, Responsibility, and Ethics

Oliver Laasch and Roger N. Conaway

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vii

P R E F A C E

Welcome to the first comprehensive textbook for responsible management educa- tion, Principles of Responsible Management: Glocal Sustainability, Responsibility, and Ethics. While the community of practice for responsible management education has grown exponentially, reaching impressive practice results, the development of a shared basic content structure for responsible management courses has been lagging behind. This book aims to close this gap.

Through our work with many educator colleagues in the United Nations Principles for Responsible Management Education (PRME) network, we have seen an increasing shift from the traditional organizational course focus on “What should businesses be and do?” to a focus on the individual level of the single manager as a person, asking “Who should the manager be, what should he or she do, and how should he or she do it?” The shift goes from business sustainability to sustainability management, from business responsibility to responsibility management, and from business ethics to ethics management. Many of the traditional courses in business ethics and business and society are currently experiencing a fundamental shift from the organizational to the individual perspective. Courses sticking to the organiza- tional perspective are enriched by integrating the individual perspective, which explains how employees, especially managers, can act as intrapreneurs, making their organization more responsible. This book aims to be a resource to efficiently and effectively realize this important transition.

The organizational perspective is still an important basis of this book and educa- tors will find many of the established topics traditionally taught. But we also have included information about the logical next evolutionary step of translating the organizational vision into the managerial and operational achievement of this vision by a responsible manager. What we hope to achieve with this book is to provide both experienced educators and those first entering the field of responsible busi- ness and management with a resource that helps them to empower thousands of individual students around the world to become responsible managers, to be change agents, and to act as the human foundation for responsible businesses in order to achieve a responsible socioeconomic system and a sustainable world society.

APPROACH, CONCEPTUAL STRUCTURE, AND TERMINOLOGY

Principles of Responsible Management provides business students with the necessary knowledge, tools, skills, and self-perception to become responsible managers. In order to realize these goals, we provide a very profound overview of the conceptual development of the field of responsible business and manage- ment. Toward that end, we have pursued several educational and conceptual

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viii Preface

innovations or realignments that then became the models for shaping the structure, content, and tone of this book.

The first and most visible of these models is the treatment of the three topics of sustainability, responsibility, and ethics—the three domains of responsible busi- ness and management—as complementary, mostly mutually reinforcing, but distinct in their core concepts and organizational implementation. We found the ongoing discussion about hierarchical relationships and the dominance of one topic over another—such as the often-discussed relationships of business responsibility as a subtopic of business ethics, or sustainability as a goal of business responsibility—to be overly complicated for students, an impediment to learning, and an inhibitor to the theoretical development of the field. This is why we decided to purposely apply a simplified understanding of the three domains as follows:

● Sustainability is centered on the core concept of the triple bottom line and aims to create a neutral or, better, positive triple bottom line.

● Responsibility is centered on the core concept of stakeholders and aims to opti- mize stakeholder value.

● Ethics is centered on the core concepts of ethical issues and opportunities, and aims to create moral excellence.

We believe that once this basic understanding has been developed, it will be easier to build a more refined understanding of the three domains. The three domains of sustainability, responsibility, and ethics each have one dedicated chapter (Chapters 3–5), and they are a recurrent theme throughout all other chapters. The following figure further illustrates the underlying conceptual design.

From this three-domain structure emerged the need for an umbrella term that unified and integrated the three domains. The terms responsible business and responsible management, while being rather new, have been used implicitly to describe topics related to all three domains: sustainability, responsibility, and eth- ics. We borrowed responsible business and responsible management as umbrella terms, but we are well aware that they are rather imperfect placeholders until a

Framing of Responsible Management and Other Central Terms

Business sustainability

Business responsibility

Business ethics

Sustainability Responsibility

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StakeholdersTriple bottom line Ethical issues

Background domains

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Preface ix

more accurate terminology emerges. Along the same lines, it is important to not confuse the umbrella terms of responsible management and responsible business with the subdomain of “business responsibility.” As illustrated in the figure, the word responsible in “responsible management” and “responsible business” refers to a responsibility for stakeholders (business responsibility), the triple bottom line (business sustainability), and ethical issues (business ethics). The word responsibility in the subdomain of “business responsibility” more narrowly refers to the prevalent understanding in the academic literature of the responsibility emerging from a rela- tionship with stakeholders.

The book’s main title Principles of Responsible Management was chosen to make clear that this is a comprehensive textbook, similar to prominent textbooks with titles such as “Principles of Economics” or “Principles of Marketing Management.” The title also addresses the aspiration that responsible management should become a well- established field with broadly accepted concepts and principles. As a welcome side effect, the title closely resembles the name of the Principles for Responsible Management (PRME) initiative, which has been an important network for the development of the book and for whose more than 500 academic member institutions we hope to have cre- ated valuable educational material. Toward this end, the book can cover both introduc- tory and advanced courses in business sustainability, responsibility, and ethics and serve as complementary material, “bringing responsibility” to mainstream business courses.

A second consideration regarding the title is the use of the term glocal. One might assume that the term was included as a fashionable buzzword for marketing purposes. The opposite is true. After long consideration and a weighing of alter- natives, we felt that the focus on globalization assumed by many academics and practitioners is inadequate to describe the thinking in responsible management. “Localization,” an adaptation to local circumstances, is as important as global thinking. Readers will find a wide variety of case boxes describing responsible man- agement activities around the world that respond as much to local as to global needs, and that are as relevant globally as they are locally.

BOOK AND CHAPTER STRUCTURE

The book’s first section (Parts A and B: Chapters 1–5) explores the context of responsible management in two chapters and subsequently delves into the theory of sustainability, responsibility, and ethics in the next three chapters. The book’s second section (Parts C–F: Chapters 6–15) takes a closer look at primary manage- ment functions, including strategic management, entrepreneurship, organization, operations, supply chain management, human resources, marketing and communi- cation, international business, accounting, and financial management. Each topic is addressed in a complete chapter that provides concepts and tools applying sustain- ability, responsibility, and ethics to the respective management function. Important didactical design features of the chapters include:

● An integrated blend of outstanding “mainstream” management and responsible management concepts

● A “word cloud” summary to introduce chapter content ● An introductory case and In Practice boxes written by international educators

and practitioners ● A Pioneer Interview and a Practitioner Profile about the chapter topic ● End-of-chapter review questions

Copyright 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s). Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.

x Preface

Text Supplements

● PowerPoint presentations and an Instructor’s Manual with Test Bank are avail- able for each chapter. All are created by the text authors and are available online to adopting instructors. Instructors can access the material through a secure web- site and will need a Single Sign In account (SSO) with Cengage to access these materials. Instructors can access the material at: http://www.cengage.com/login

USE AND CURRICULA

The book’s primary use is as a required textbook for business sustainability, respon- sibility, and ethics courses, as offered by many business schools. A second use will be for business degree programs, which will find the book’s chapters on main- stream business functions—such as strategic management, accounting, and human resources—to provide valuable content for coverage of sustainability, responsibility, and ethics across the curriculum. A third possibility is to use this book as a primary text for first-year courses, such as “Introduction to Management,” as each chap- ter’s responsible management content is structured around the logic of mainstream management concepts. We have taught such courses, and the student’s experience of learning how to manage responsibly while for the first time learning about man- agement was very valuable. The fourth use of this book is for executive education and corporate training programs, as the book’s coverage of management tools and practice examples is well aligned with executive needs. The book has been tried and tested in all four uses by the authors. Educators interested in pedagogy are welcome to get in touch with the authors to discuss educational strategies and designs.

An initial hurdle (for both students and lecturers) might be the usage of the cen- tral terms responsible management and responsible business, and their subdomains of business sustainability, business responsibility, and business ethics. Unfortunately, there are no universally accepted definitions for the respective terms as yet. Many, often contradictory definitions exist in theory and practice. Developing a unifying framework for this book that would follow an internal logic was a challenge and a process that involved much discussion and review with both academics and prac- titioners. The logic followed here is that the umbrella terms—responsible manage- ment and responsible business—include the responsibility for the triple bottom line (sustainability), for stakeholders (responsibility), and for ethical issues and oppor- tunities (ethics), as illustrated in Figure 1. We recommend that instructors give this framing and structure a try and discover the internal logic together with students in the course. Throughout the dozens of courses we have taught in which we built on this structure, we have come to appreciate its merits and its advantages over differ- ent framings of the concepts.

CONTRIBUTORS, COLLABORATION, AND THE WAY AHEAD

Principles of Responsible Management: Glocal Sustainability, Responsibility, and Ethics is a product of the efforts of many individuals. The writing process leading to this publication has been highly collaborative, with more than 50 contributors as chapter authors, case and box contributors, and interviewees. The book includes exclusive interviews with outstanding topic pioneers, such as Edward Freeman,

Copyright 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s). Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.

Preface xi

Philip Kotler, John Elkington, Geert Hofstede, Robert Costanza, Björn Stigson, Simon Zadek, Sandra Waddock, Michael Braungart, Mark Kramer, Linda Treviño, Jonas Härtle, and Liz Maw. While two-thirds of the total chapters have been writ- ten by the primary authors, other outstanding specialized educators authored the following chapters:

● Accounting and Controlling: Ulpiana Kocollari (University of Modena) ● Entrepreneurship: Rory Ridley-Duff (Sheffield Hallam University) and Mike

Bull (Manchester Metropolitan University) ● Operations: Rick Edgeman (Aarhus University) and Zhaohui Wu (Oregon State

University), together with Oliver Laasch ● Supply Chain: Zhaohui Wu (Oregon State University) and Rick Edgeman

(Aarhus University), together with Oliver Laasch ● Human Resources: Elaine Cohen (Beyond Business), together with Roger

Conaway ● Finance: Nick Tolhurst (Steinbeis University Berlin), together with Oliver Laasch

Nick Tolhurst, author of many landmark publications in corporate social respon- sibility (CSR), has been a driving force in the conceptual design of the book and in ensuring Pioneer Interviews with outstanding individuals. We hope to enlarge the contributor base for future editions. Responsible management contents are in a dynamic evolution process, and we are building a community to co-develop future versions of this book. Meanwhile we would be very interested in getting in touch with educators adopting the book. Feedback from students is also very welcome. Through the Center for Responsible Management Education (CRME), we have cre- ated a community of practice consisting of educators, academics, and practitioners that we hope to enlarge and strengthen with new collaborators.

Also, we are well aware that this book, per design, can only be limited in its rep- resentation of different disciplines and contents. Our daring in covering a breadth of contents—touching on disciplines as different as philosophy, environmental studies, sociology, and, of course, management—is prone to come with blind spots and perhaps mistakes given the complexity of representing highly specialized management topics ranging from accounting to strategy. Nevertheless, we are convinced that such broad coverage is necessary to provide students with the necessary background to manage responsibly in a volatile and rapidly changing world, and educators with a broad content basis for adapting their contents to the requirements of each course. Therefore, while we made sure to investigate every topic thoroughly, there must be much room for improve- ment, and we are looking forward to integrating the input of critical individuals in later editions. Please get in touch with us through olaasch@responsiblemanagement.net.

ACKNOWLEDGMENTS

Even before its official publication, this book was well received. Positive points our reviewers highlighted included the conceptual rigor, practical application, and strong chapter structure. We thank the following for their valuable input:

● Jacqueline Brassey, Tilburg School of Economics and Management, the Netherlands

● Freek Cronjé, North West University, South Africa

Copyright 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s). Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.

C O N T E N T S A B O U T P R M E A N D C R M E

xii Preface

● Robert K. Fleming, National University of Singapore ● Subhasis Ray, Xavier Institute, India ● Paul Sheeran, University of Winchester, United Kingdom ● Gilvan C. Souza, Indiana University, United States ● Helen Tregidga, Auckland University of Technology, New Zealand ● Monika Winn, University of Victoria, British Columbia

The team at the United Nations Principles for Responsible Management Education has to be thanked for its immense support of this publication from its very begin- ning. Specifically, we would like to thank Manuel Escudero, former head of the PRME Secretariat, for recognizing the book’s value for PRME. His successor Jonas Härtle officially accepted the book project as an important project in support of PRME, and provided invaluable help and feedback in the process. We would also like to thank the coordinators in the PRME Secretariat, Lisle Ferreira and Merrill Csuri, for their contributions. In addition, we want to thank our friends and col- leagues at the Center for Responsible Management Education for sharing their knowledge and passion to empower educators all around the world, and to help students to become responsible managers.

We would like to thank our team at Cengage Learning South-Western Publishing: Michele Rhoades, our Senior Product Manager who initially took on our book and greatly supported and pushed its development; Michael Roche, our Senior Product Manager who helped wrap up our text in its final stages; Susan Smart, our Senior Content Developer, who worked with us from the beginning to develop and review the book, and directed us with the text supplements; Colleen Farmer, the Senior Content Project Manager who shepherded the book through production to achieve this final product; Robin LeFevre, our Marketing Manager, and Emily Horowitz, our Market Development Manager; and our copyeditors, compositors, media per- sonnel, and the many others involved with the publication of our book.

Finally, and most importantly, we would like to thank our friends and family for their patience, understanding, and support during five years of intense work.

● Oliver Laasch: I would like to thank my wife Aranzazu Gomez Segovia, who has been with me throughout the whole process and whose love and wisdom were there as invaluable “inputs” whenever I needed them; my family—my loved par- ents, “step-parents,” and grandparents, my brother, and my “Mexican Family”; and finally Roger N. Conaway, who once said how impressive it would be if we were able to write a book together and still manage to be friends afterward. I think we made it.

● Roger N. Conaway: Oliver, we indeed made it to the end and we are still friends. You are a great example of how to graciously work as a team, complete dead- lines under intense pressure, and demonstrate in-depth intellectual capacity and talent when researching topics. Additionally, without the love and encourage- ment of my wife, Phyllis, I would not have finished this project. She made the difference. She endured a preoccupied mate who wearily stared during meals, stayed intensely busy during long hours on weekends, and taught full time while writing. She lovingly supported me each moment of the way. Moreover, I wish to thank Isaías Ruiz Solano, Dean, and María del Pilar Castellanos Rueda, Academic Director, in the School of Business for their support and encourage- ment. Finally, most of all, I thank God for giving me the ability, patience, and endurance to complete this task.

Copyright 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s). Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.

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A B O U T P R M E A N D C R M E

PRME—PRINCIPLES FOR RESPONSIBLE MANAGEMENT EDUCATION

The mission of the Principles for Responsible Management Education (PRME) initiative is to inspire and champion responsible management education, research, and thought leadership globally.

The PRME are inspired by internationally accepted values such as the principles of the United Nations Global Compact. They seek to establish a process of continu- ous improvement among institutions of management education in order to develop a new generation of business leaders capable of managing the complex challenges faced by business and society in the 21st century.

In the current academic environment, corporate responsibility and sustainability have entered but not yet become embedded in the mainstream of business-related education. The PRME are therefore a timely global call for business schools and universities worldwide to gradually adapt their curricula, research, teaching methodologies, and institutional strategies to the new business challenges and opportunities. http://www.unprme.org/

CRME—CENTER FOR RESPONSIBLE MANAGEMENT EDUCATION

CRME was founded as the Center for Sustainability and Responsibility (CRSE) at the Mexican University Tecnológico de Monterrey in 2010. In 2011, CRME became an independent organization with the goal to empower responsible management education and primarily working in support of the United Nations Principles for Responsible Management Education. Today, the CRME is a web-enabled center with a small permanent team physically located in Berlin, and a global network of collaborating educators, academics, and practitioners. CRME’s operations are based on both physical on-site interaction and online communication. A main com- petence of CRME outside the domain of responsible management is the pedagogical design of web-based learning activities. http://responsiblemanagement.net/

Copyright 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s). Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.