Organizational Transformation and Higher Sustainability Management Education. The case of the MBA Sustainability Management
Publikation: Beiträge in Zeitschriften › Zeitschriftenaufsätze › Forschung › begutachtet
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Organizational Transformation and Higher Sustainability Management Education. The case of the MBA Sustainability Management. / Lee, Ki-Hoon; Schaltegger, Stefan.
in: International Journal of Sustainability in Higher Education, Jahrgang 15, Nr. 4, 26.08.2014, S. 450-472.Publikation: Beiträge in Zeitschriften › Zeitschriftenaufsätze › Forschung › begutachtet
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TY - JOUR
T1 - Organizational Transformation and Higher Sustainability Management Education.
T2 - The case of the MBA Sustainability Management
AU - Lee, Ki-Hoon
AU - Schaltegger, Stefan
PY - 2014/8/26
Y1 - 2014/8/26
N2 - Purpose – This paper aims to investigate the roles of leadership in enabling sustainability transformation of universities and higher sustainability management education. It advocates research into the role of leadership for a university’s sustainability transformation by exploring interactions between university members and institutional contexts. Design/methodology/approach – Using a case study approach, this study explores the sustainability transformation of a university and its influence on the MBA Sustainability Management by applying Mintzberg’s leadership framework. Findings – The findings suggest that leaders can strongly influence a process of change in mindsets, practices and curricula to incorporate sustainability into higher business education institutions. Whereas bottom-up leadership initiatives are crucial, leadership support from top management is seen as important to enable larger, more radical steps of transformation. Originality/value – It is worthy noting that in the medium run strategic leadership to develop good sustainability management education programs requires a consistent institutional commitment for sustainability.
AB - Purpose – This paper aims to investigate the roles of leadership in enabling sustainability transformation of universities and higher sustainability management education. It advocates research into the role of leadership for a university’s sustainability transformation by exploring interactions between university members and institutional contexts. Design/methodology/approach – Using a case study approach, this study explores the sustainability transformation of a university and its influence on the MBA Sustainability Management by applying Mintzberg’s leadership framework. Findings – The findings suggest that leaders can strongly influence a process of change in mindsets, practices and curricula to incorporate sustainability into higher business education institutions. Whereas bottom-up leadership initiatives are crucial, leadership support from top management is seen as important to enable larger, more radical steps of transformation. Originality/value – It is worthy noting that in the medium run strategic leadership to develop good sustainability management education programs requires a consistent institutional commitment for sustainability.
KW - Sustainability sciences, Management & Economics
KW - leadership
KW - sustainability
KW - Sustainability Management
KW - Higher management education
KW - sustainability transformation
KW - Higher management education
KW - Leadership
KW - Sustainability
KW - Sustainability management
KW - Sustainability transformation
UR - http://www.scopus.com/inward/record.url?scp=84911028057&partnerID=8YFLogxK
U2 - 10.1108/IJSHE-06-2013-0067
DO - 10.1108/IJSHE-06-2013-0067
M3 - Journal articles
VL - 15
SP - 450
EP - 472
JO - International Journal of Sustainability in Higher Education
JF - International Journal of Sustainability in Higher Education
SN - 1467-6370
IS - 4
ER -