Organizational Transformation and Higher Sustainability Management Education. The case of the MBA Sustainability Management

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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, Vol. 15, No. 4, 26.08.2014, p. 450-472.

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@article{b15a08bae12b403084d5907e9c949f0b,
title = "Organizational Transformation and Higher Sustainability Management Education.: The case of the MBA Sustainability Management",
abstract = "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{\textquoteright}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{\textquoteright}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.",
keywords = "Sustainability sciences, Management & Economics, leadership, sustainability, Sustainability Management, Higher management education, sustainability transformation, Higher management education, Leadership, Sustainability, Sustainability management, Sustainability transformation",
author = "Ki-Hoon Lee and Stefan Schaltegger",
year = "2014",
month = aug,
day = "26",
doi = "10.1108/IJSHE-06-2013-0067",
language = "English",
volume = "15",
pages = "450--472",
journal = "International Journal of Sustainability in Higher Education",
issn = "1467-6370",
publisher = "Emerald Publishing Limited",
number = "4",

}

RIS

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 -