|Module label||Strategic Sustainability Management|
|Credit points||6.0 KP|
|Institute directory||Department of Business Administration, Economics and Law (Economics)|
|Applicability of the module||
Hoppmann, Jörn (Module responsibility)
Lehrenden, Die im Modul (Authorized examiners)
|Skills to be acquired in this module||
The students should...
· know and understand basic concepts, instruments and theories in the context of corporate sustainability and corporate social responsibility
· be able to apply conceptual frameworks to analyze and critically question the sustainability of companiesdevelop options to improve the sustainability of companies and derive recommendations for their implementation in practice
The module "Strategic Sustainability Management" provides an overview of the debates on the role of firms for sustainable development from a strategic perspective. The first session will briefly introduce the historical debate on Corporate Sustainability and Corporate Social Responsibility and delineate important concepts. The following sessions will use concrete company case studies as a basis for a critical discussion of questions in the context of corporate sustainability that are of strategic importance for firms. Questions that will be discussed are, amongst others
- How can one determine whether a firm acts in a socially and ecologically sustainable way?
- Which factors drive and hinder the diffusion of socially and ecologically superior solutions and companies in the market?
- To which extent is there a conflict between firm and market growth on the one hand and sustainability on the other hand?
- Which possibilities does a company have to deal with conflicts between social/ecological and economic goals?
- How can existing firms and value chains be transformed toward sustainability?
- What is the role of managers and boards of directors for organizational change toward sustainability?
- How does the ownership and financial structure of firms influence their strategy toward sustainability?
- In how far can cooperation and partnerships between organizations help integrate social and ecological aspects in firms?
In addition to discussing these questions by drawing on company case studies, students will be introduced to the corresponding theoretical concepts and frameworks in the academic literature. Also, students will be given the opportunity to test different strategies for implementing sustainability in organizations during a simulation, which allows them to gain first-hand insights into the emerging challenges. Toward the end of the course, students will apply and deepen the knowledge they have gathered over the semester by writing a seminar thesis.
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.
Bansal, P., & DesJardine, M. R. (2014). Business sustainability: It is about time. Strategic Organization, 12(1), 70-78.
Geels, F. W. (2014). Regime resistance against low-carbon transitions: Introducing politics and power into the multi-level perspective. Theory, Culture & Society, 31(5), 21-40.
Ghisellini, P., Cialani, C., & Ulgiati, S. (2016). A review on circular economy: the expected transition to a balanced interplay of environmental and economic systems. Journal of Cleaner Production, 114, 11-32.
Hahn, T., Pinkse, J., Preuss, L., & Figge, F. (2015): Tensions in corporate sustainability: Towards an integrative framework. Journal of Business Ethics, 127(2): 297-316.
Hoppmann, J., Richert, M. & Busch, T. (2018): Not my business: How individuals‘ cognitive frames and role identities influence corporate sustainability. Academy of Management Best Paper Proceedings 2017, 15212.
Hoppmann, J., Sakhel, A., Richert, M. (2018): With a little help from a stranger: The impact of external change agents on corporate sustainability investments, Business Strategy and the Environment, 27(7), 1052-1066.
Liesen, A., Dietsche, C., & Gebauer, J. (2015). Successful non-growing companies. Working Paper.
Markard, J., Raven, R., & Truffer, B. (2012). Sustainability transitions: An emerging field of research and its prospects. Research Policy, 41(6), 955-967.
Sharma, S. (2000): Managerial Interpretations and organizational context as predictors of corporate choice of environmental strategy. Academy of Management Journal, 43(4): 681-697.Wry, T., & York, J. (2015): An identity based approach to social enterprise. Academy of Management Review, in press.
|Language of instruction||English|
|Duration (semesters)||1 Semester|
This module is offered in the summer term. For a more detailed description of course content and organization, please note the syllabus that will be made available via Stud.IP before the beginning of the course.
|Modullevel / module level||AS (Akzentsetzung / Accentuation)|
|Modulart / typ of module||Pflicht / Mandatory|
|Lehr-/Lernform / Teaching/Learning method|
|Vorkenntnisse / Previous knowledge|
|Course type||Comment||SWS||Frequency||Workload of compulsory attendance|
|Lecture||2||SoSe und WiSe||28|
|Seminar||2||SoSe und WiSe||28|
|Total time of attendance for the module||56 h|
|Examination||Time of examination||Type of examination|
|Final exam of module||
Submission at the end of the semester
Portfolio, presumably consisting of a final report (graded) and a presentation (compulsory but ungraded)