AOM PDW Invite: Responsible Management Education in Action

AOM2018ThemeWe are looking forward to seeing you at the fifth anniversary event of our Responsible Management Education in Action professional development workshop. The workshop will take place at the AOM annual meeting, Saturday, Aug 11 2018 8:00AM – 10:00AM at Hyatt Regency Chicago in the room Comiskey. For details, please have a look at the AOM meeting program, or at the full PDW proposal document by clicking here.

Posted in Courses, Events, Networking

Call: Responsible Management Research Conference in Cologne

Please find the call for contributions here:

Posted in Calls, Events, Networking, Research

Kahoot Quizzes on Principles of Responsible Management

Kahoot Screenshot

Let’s Kahoot!

Kahoot! is a game based classroom response system played by the whole class in real time. Multiple-choice questions are projected on the screen. Students answer the questions with their smartphone, tablet or computer. Kahoot! can be used for class work, group work, self-study and many other educational purposes. It’s extremely easy to use and requires little to no time of preparation: just click on the links below and play!

Everyone here on the team for the second edition of the “Principles of Responsible Management: Glocal Sustainability, Responsibility, and Ethics” textbook has been working non-stop to finalise edits on the book before the deadline. In the meantime, we’ve designed 15 interactive quizzes for responsible learning and education. We’ve been running them in classes now for six weeks trialing them and so far they’ve proven to be really fun AND a great way to test that students are actually doing the reading and, more importantly, understand what they’re reading. For any questions or comments about the quizzes please don’t hesitate to contact us using the contact form. -Have fun playing! Alexandra Barrueta-

Links to Quizzes

Context of Responsible Management (Chapter 1)

Responsible Management (Chapter 2)

Sustainability (Chapter 3)

Responsibility (Chapter 4)

Ethics (Chapter 5)

Strategy (Chapter 6)

Entrepreneurship (Chapter 7)

Organization (Chapter 8)

Operations (Chapter 9)

Supply Chain Management (Chapter 10)

Human Resources (Chapter 11)

Marketing (Chapter 12)

International Business and Management (Chapter 13)

Accounting and Controlling (Chapter 14)

Finance (Chapter 15)


Posted in Courses, Educational Design, Publications, Resources

HOW TO “Do” Biomimicry in Business and Management

Taryn Mead

Abstract: This article describes the three major categories of “doing biomimicry” in a business context: Technological, organizational, and systems building. It is an introduction to Dr. Taryn Mead’s new book “Bioinspiration In Business and Management: Innovating For Sustainability”, published recently in the Principles for Responsible Management Education book collection.

Context: Doing Biomimicry

Through my years as a biomimicry consultant and as a management researcher, this one particular phrase kept coming up again and again that struck me. My clients and interviewees frequently said that they wanted to “do biomimicry”. When I first got into the discipline, this was very confusing. What, exactly, was the “doing” all about?  The foundation of biomimicry is that nature has been designing well-adapted, sustainable solutions for life on earth for 3.8 billion years and there’s a lot that humans can learn about design and innovation from the other species that we share our planet with.  This basic concept has been translated into thousands of contexts around the globe.  During my consulting years, I learned that for many designers, architects, engineers, and business people, the “doing” of biomimicry meant using the methodology created by the Biomimimicry 3.8 (formerly the Biomimicry Guild). But then as I entered the research-based phase of my career, again, the statement became elusive. If users are setting out to “do biomimicry”, how do they know if they’ve done it?

As I compared and contrasted the existing literature with my interviewees’ perspectives and my own, it became clear that it wasn’t enough to strive to “do biomimicry”. This phrase was only loosely relevant in a corporate world of innovation management, stage-gated research processes, and cultures driven by design thinking. This language needed a more structured framework to be integrated into existing organizational cultures and innovation management processes. Most companies were trying to make things and build things and change their cultures.

Concept: Three Categories of Business Biomimicry

After hearing the perspectives of more than 70 interviewees and comparing with the existing literature on innovation management, I modified a model that resonated well with the embeddedness of systems thinking and more traditional innovation models. The three major categories of “doing biomimicry” in a corporate context can be described as technological, organizational, and systems building. Technological innovation is pretty straight forward – products, processes, materials, etc. – the stuff of the world. Organizational innovations refer to the way a company delivers value, manages operations, creates new business models, and develops their corporate cultures. Systems-building innovations are outward looking towards the larger socioecological and socioeconomic context of the organization and include a wide variety of stakeholders beyond the organization.

Figure 1. Three Categories of Business Biomimicry









In my case study research, there were applications at each of these levels, with varying degrees of success and impact. Somewhat obviously, those organizations who were already more committed to sustainability found bio-inspired innovation a much easier sell internally.  However, even some of the greenest companies struggled with defining exactly what success meant in their biomimicry innovation process. Many of them were looking for low-hanging fruit to demonstrate that the method could be applied within their organizations. However, after going through a process, they struggled to define what success looks like. How close to the natural model is close enough to be biomimetic?

As a researcher, I didn’t feel it was my place to try to define what success means for each organization or innovation attempt.  The debate about what qualifies as biomimicry is on-going in a few different professional and academic circles.  However, the stories that I aim to tell are insights into how various organizations describe their experiences with biomimicry, what tools and approaches they use, and what supports and inhibits their success. This is the essence of my PhD research and my recent book: “Bioinspiration In Business And Management: Innovating For Sustainability”.  My primary objective is to make the practice of bio-inspired innovation practical, approachable, and accessible for the busy manager who wants to know how this approach might be relevant to them within their everyday working life.

Application: Biomimicry in Business and Management

This book is directed at the business professional who has an interest in bioinspiration, but limited technical knowledge and time to dedicate to learning.  While the concept of “learning from nature” is compelling and many find it personally fulfilling, this book is not a guide to observing nature or methodology for biomimetic design.  It is rather a high level overview of what a manager might need to know to begin implementing biomimicry in their organization. This research-guided glimpse into the world of bio-inspired innovation emphasizes the many ways that nature can influence how we view business, innovation, and management for more effective, sustainable solutions.  It also offers guidance for how to leverage our organizations as sources of positive impact on socioecological systems.

The first chapter is dedicated to “The Basics”, providing an introduction to the theory of bioinspiration and why we should look to nature for solutions to our daily challenges.  The rest of the book focuses on innovations for sustainability at multiple levels – within management, operations, product development, and the global context.    Another chapter is dedicated to the various tools available and troubleshooting implementation in various cultures.  After ten years as a bio-inspired innovation consultant, I’ve moved on from the initial allure of this practice and what remains in my message is a frank discussion of what works and where the existing tools, practices, and methodologies fall short.  My research has focused on innovation management and sustainability-oriented innovation to frame the biomimicry experience and these are central to the framing of the book.


This book could serve as a core textbook for a course on nature-inspired innovation, to be supplemented with additional readings.  It’s currently being used as a text for a longer 10-week master’s level course entitled “Nature-Inspired Innovation and Design” offered through Western State Colorado University in Gunnison, CO.    If you are management professional, this book is accessible, practical, and easily digestible within a few hours. A preview is available on Google Books:

More complete and academic findings will also be publicly available in my PhD thesis/dissertation entitled: “Factors Influencing the Adoption of Nature Inspired Innovation in Multinational Corporations” completed at the University of Exeter, UK in 2017.

If you have interest in developing a course for your university or would like to discuss the subject of the book, Taryn Mead can be reached at

Posted in Concepts, Publications, Responsible Management Toolbox, RMLeHOW

Reviews “Principles of Responsible Management” Textbook

PRME Text Book

“The outcome is more than a single dish; it is more like a rich buffet of ideas that offers a menu of the conventional and the new in a variety of sauces, both tasty and intriguing” -Academy of Management Learning and Education Review Paper (2015) by D. Jeffrey Lenn, George Washington University

“This will be an important textbook . . . I would select this for the required textbook for courses I teach.” -Robert Fleming, National University of Singapore

“Principles of Responsible Management is the book that many of us have been waiting for–a remarkable tour de force that integrates responsible management with all of the key disciplines involved in successfully managing the modern enterprise. Its comprehensive coverage and timely emphasis on the responsibilities inherent in each of the management functions, combined with both a global (actually, ‘glocal’) and historical perspective on how these functions fit together, make it an invaluable classroom and managerial resource for anyone interested in managing for a better future.” -Sandra Waddock, Boston College

“This is a real game changer, we have to design a course around it!” -Anonymous professor at the AOM annual convention 2014

“This book achieves an exquisite synergy of structure and content that reminded me of the metaphor of the duck. When you see a duck gliding on a lake, it all seems effortless and smooth; but underneath the surface the duck is powerfully paddling to move against the current.  The writing style and logical structure of the book, combined with the pedagogical resources that make the text so accessible, provide the reader a smooth gliding experience: it is that kind of engaging textbook that invites us to read it back to back, effortlessly. But when we are ready to go deeper, under the surface, we can more fully appreciate all the work that is going on: not only the work that the authors put into offering us a wealth of knowledge and avenues for further investigation, but the energy they give us to move forward with that work ourselves.” -Regina Bento, Merrick School of Business, University of Baltimore

“I have enjoyed actually teaching from your book and from your PPTs. I learned much and so did the students!!” -Donald Huisingh, University of Tennessee, Knoxville

“I think you have found a real niche in the market of 100s of text books. I am teaching a course on Sustainable Global Business starting on Monday, and I could not find another text book with an emphasis on Sustainability.” -Rob Marjerison, Wenzhou-Kean University

“This publication is long overdue! Oliver Laasch and Roger Conaway have taken a giant stride towards realizing responsible management. Their approach leads us to believe that we have almost achieved that goal. However, it is time for fundamental change in the choice of materials and production processes. Let’s be creative, innovative and beneficial for environment and society. Merely being responsible is boring!” -Michael Braungart, Rotterdam School of Management 

“The expectation on ‘what to follow’ is set on the first page with the box “You will be able to . . .” and the rest of the chapters are very well structured according to these aims. The structure, as well as the central theoretical arguments in each chapter, develop very logically and the coherence of each chapter is maintained very well.” -Beth M. Ritter, North Carolina State University

“I’ve now worked my way through most of Principles of Responsible Management.  It is an impressive achievement (high quality work).  Frankly, I’m a little intimidated by the amount of work that must have gone into it.”  -Brent Beal, University of Texas, Tyler

“Overall, this book fulfills a need of our time and highly recommended for all stakeholders.” -Subhasis Ray, Xavier Institute, India

“A must have book: The concepts are contextualized whilst the pages are full of short examples of its application by organizations. At the end of each chapter it is shown a section of key-words, as well as an exercise list and two interviews covering the academic and corporate reality, respectively….Engaging and developing responsible management in organizations is possible… this book shows, with competence, how to get there.” - Amazon Customer “Ideia Sustentavel”. Full review here.


Posted in Publications

“What is RMLE?” Webinar Recording & Presentation

Webinar Responsible Management Learning and Education (RMLE) The recent Webinar ‘What is Responsible Management Learning and Education’, presented by Oliver Laasch, attracted 163 registered participants from 17 countries. Out of these, 86 attended (53%). The lively discussion led to 34 questions covering, among others, conceptual considerations, hands-on advice on materials, and pedagogy, as well as course design.

The event was produced by Prof. Regina Bento, sponsored by the Management Education and Development (MED) division of the Academy of Management and the University of Baltimore Merrick School of Business. It was the kick off to a regular MED webinar series covering topics of interest and of topical relevance for a global audience.

  • For full background information please click here.
  • The presentation slides as pdf can be downloaded here.
  • The full webinar recording including presentation and Q&A is available on YouTube here.
Posted in Center, Courses, Events, Research, Resources

What is responsible management learning and education? (Webinar)

The Management Education and Development (MED) division of the Academy of Management is delighted to invite you to an interactive video webinar on Responsible Management Learning and Education (RMLE).

Topic: ‘So: what is responsible management learning and education?’ Main themes of research and practice

This live, interactive video webinar will bring together academics and practitioners from around the world to discuss the latest topics in responsible management learning and education. Participants who are new to the field are most welcome and the webinar will help them get engaged and up-to-date.

We are particularly keen to involve doctoral students, junior faculty and international scholars and practitioners who may not have easy access to the Academy annual meeting.

The webinar is free, and you can participate using any electronic device (computer, tablet, phone, etc.) 

When: January 11, 2018 (Thursday) – 11-11:30 a.m. Eastern Standard Time

(To accommodate participants in a wide range of time zones)

Free Registration:

Speaker: Oliver Laasch (Nottingham University Business School China)

Oliver is a long-standing contributor to the United Nations Principles for Responsible Management Education (PRME) initiative. He edits the responsible management education book collection; has coordinated UN working groups; and founded the Center for Responsible Management Education (CRME). Oliver serves on the editorial board of Academy of Management Learning and Education and has edited related special issues for the Journal of Business Ethics as well as for the Journal of Management Education.

Sponsor: Management Education and Development (MED) division of the Academy of Management; Miguel Olivas-Luján (Clarion University of Pennsylvania – MED Chair)

Host: Murray Dalziel (Dean, Merrick School of Business, U. of Baltimore)

If you have any questions, please contact Eusebio Scornavacca, Lisa Stickney, or Regina Bento.

Welcome to this community of scholars and practitioners!

Posted in Concepts, Events, Networking

Chinese Translation of ‘Principles of Responsible Management’ Book

Principles of Responsible Management Chinese After having been published as Spanish and Portuguese translations, the textbook Principles of Responsible Management: Glocal Sustainability, Responsibility, and Ethics authored by Oliver Laasch and Roger Conaway has now been published in Mandarin Chinese by Peking University Press. The full information is available clicking here.

Posted in Publications

JBE Virtual Special Issue: Responsible Management Learning


The following text has been replicated from the landing page of the Journal of Business Ethics, where it had been published for six weeks from the 22nd of August on:

This collection of articles related to Responsible Management Learning is selected from previously published papers at the Journal of Business Ethics. It is aimed at inspiring contributions to a future special issue at the journal (submission deadline March 31, 2018) titled “Responsible Management Learning: Change and Innovation for Sustainability, Responsibility, Ethics” (the call for papers can be found here).

The five articles in this virtual special issue can be divided into two sets of papers. The first set outlines the emerging conceptual image of responsible management and how it relates to managerial lives in organizations. Nonet et al. (2016) inductively generate an image of what responsible management means, through the perceptions and aspirations of business school students. Hilliard (2013) actively move away from the academic context, by highlighting the difference between theories of responsible management and responsible management as it is applied in organizations. Hibbert and Cunliffe (2013) take the argument one step further by proposing moral reflective practice to reduce the disconnect between knowledge and practice of responsible management.

A second set of papers, foregrounds central conceptual assumptions about the nature of responsible management learning. Osagie et al. (2016), on the one hand, express the need for learning a variety of interrelated competences that together make a competent responsible manager. Setó-Pamies and Papaoikonomou (2015), on the other hand, convey the idea that responsible management learning has to address intertwined aspects of sustainability, responsibility and ethics. We hope reading these sets of papers will provide conceptual anchor points for informing and positioning contributions to the special issue on responsible management learning.

Oliver Laasch, Dirk Moosmayer, Elena Antonacopoulou, Stefan Schaltegger

Journal of Business Ethics Special Issue Editors “Responsible Management Learning: Change and Innovation for Sustainability, Responsibility, Ethics”

Posted in Calls, Publications, Resources

Call for Chapters: Education and Pressures on Managerial Behavior


Meeting expectations in management education: Social and environmental pressures on managerial behaviour



Elizabeth Christopher, Macquarie University, Sydney, Australia



Palgrave Macmillan publishers have commissioned an edited collection of case studies and personal reports by experts from a wide range of national and social cultures, on the general theme of management education in social expectations for responsible behaviour by organisational managers.

Over at least the past twenty years there has been increasing debate over curriculum content for management education (Grey, 1996; Khan, 2014; Klikauer, 2016; Parkes, Rosenbloom & Gudi, 2015); and recent examples of corporate scandals illustrate the need to increase its ethical component (Matthews and Heimer, 2016).

It has been argued (Mukherjee, 2016) that virtually every 21st century business scandal is effectively a morality tale of failures of omission and commission of corporate leaders. The present digital age demands collaborative, learning-focused cultures; yet when crises occur, business leaders all too often fail to consult their stakeholders or to consider how their strategies might threaten the ethical boundaries of those on whom they rely to carry out those strategies.

In 2006 Lockett, Moon & Visser investigated the status of corporate social responsibility research and academic influences. They found that though the most popular issues were environmental and ethical, research was mostly quantitative and non-normative. It was driven to a large extent by business agendas and the single most important source of references in publications was the management literature itself. Over a decade later there seems to be the same gap between theory and management teaching practice.

The proposed book will bring together the innovative work of authors actively engaged in developing new forms of socially relevant management education. Their reports will promote the development of ethical business leaders by providing grounded examples of management curricula that confront what sometimes seems to be an ethical vacuum in present business education (Wankel & Stachowicz-Stanusch, 2011).

Thus the book will be unique in its eclectic range of perspectives by practicing academics in responsible management education and will constitute a comprehensive teaching medium. Each chapter will be written by an expert in the given field and the whole work should satisfy the needs of all readers who seek an overview of present curricula in international contexts.  Though each case study and anecdotal report will be supported by relevant theory, the emphasis will be on how social and environmental considerations are applied in practice to management education at university degree levels. 


The ideas below are suggestions only; submissions are encouraged beyond them, in line with the overall theme of management education on how to respond to social and environmental pressures on managerial behaviour.

  1. Might it be helpful to create a corporate social performance model as a coherent, integrative framework for teaching managerial ethics and social responsibility?
  1. What are some examples of how to teach principles of managerial social responsibility at institutional, organizational, and individual levels?
  1. Processes of social responsiveness are argued to be environmental assessment, stakeholder management, and issues management. Outcomes are in terms of social impacts, programs, and policies. How might these arguments and issues be examined within a management education course?
  1. What is the role of social and environmental reporting (SAR) in maintaining or creating organisational legitimacy?  How might legitimacy theory be illustrated in practice in a management education course?
  1. Might implementation of green supply initiatives be better explained by focusing on the development and deployment of an organization’s specialized internal resources, rather than by the more usual emphasis on external environmental pressures on a firm? How might management education include guidance on how these resources can be developed?
  1. Granted that sustainable development is a complex series of continuously negotiated business and social projects, requiring continuous learning, action and change, how might management students be encouraged to examine those networks that span business organizations and stakeholders in society?
  1. How do organizational cultures and strategic processes influence managers’ willingness to learn and act within a network of internal and external stakeholders in the transition to a more sustainable business organization? How might these issues be examined in a management education course?
  1. What might be the content of a management education course on how environmental management can provide firms with a competitive advantage and serve to develop new links between operations and corporate strategies?
  1. The Principles for Responsible Management Education (PRME) initiative is the largest organised relationship between the United Nations and business schools. The mission of PRME is to transform management education, research and thought leadership globally by providing the Principles for Responsible Management Education framework, developing learning communities and promoting awareness about the United Nations’ Sustainable Development Goals. How might this framework become the basis of a management education course?
  1. Ethics, responsibility and sustainability (ERS) should link society, the economy, education and the environment; but many business schools fail to develop and integrate ERS with all major academic and administrative areas. This is partly because definition and understanding of ERS depend largely on cultural background and values that are differently interpreted throughout the management education world. How to develop a new pedagogy for teaching cross-cultural communal values in management education courses?



Palgrave Macmillan anticipate a delivery date of 1st February 2018 for publication in July, in time to catch the latter half of the 2018 conference season. Therefore all abstracts should be emailed to the editor, Elizabeth Christopher, at no later than Monday October 2, 2017; and completed chapters by December 11, 2017.

Abstracts should not exceed 350 words. Final chapters should be original, not submitted to or published in any other sources There are no strict limits on word and page lengths, but authors should write concisely and follow Palgrave Macmillan guidelines available online at

Prospective authors are welcome to contact Elizabeth to discuss ideas and concepts before submission.


Elizabeth spent many years in the private sector before returning to a university environment and was awarded a PhD in 1983. She was an Adjunct Professor at Macquarie University, Sydney, until her recent retirement from fulltime teaching and is still affiliated with the University. She continues to write academic papers and reviews, and to edit books and journals. She won the 2014 annual Management Book of the Year Award from the Chartered Institute of Management, UK, for her book International management: Explorations across cultures (Kogan Page). From 1993 – 1995 she was Professor, Charles Sturt University’s overseas study programs, in Ankara and Istanbul, Turkey.  Through the 1980s and ’90s she was a visiting professor at various US universities and a visiting fellow at the East-West Center, Honolulu, Hawai’i. Until recently she was a part-time Faculty member of the Honolulu-based Japan-American Institute of Management Science (JAIMS); and since 1993 she has been a Chartered Member of the Australian Human Resources Institute (AHRI). Her recent publications include:

2017: Elizabeth Christopher, Oliver Laasch, Joe Roberts (associate editors), Pedagogical innovation and paradigm shift in the introduction to management curriculum. Journal of Management Education 1-7. Article first published online: August 2, 2017

2017: Elizabeth Christopher, “The dark side of organisational leadership in the transformation of Asia”, in Nuttawuth Muenjohn and Adela McMurray (2017), The Palgrave handbook of leadership in transforming Asia. Pages 91-108 (Palgrave Macmillan, UK). ISBN 978-1-137-57940-9)

2016: Elizabeth Mary Christopher, “The geopolitics of immigrant labour: A climate of fear”, in Bryan Christiansen and Fatmanur Kasarcı (eds), Corporate espionage, geopolitics, and diplomacy in international business; pp 210-231 (IGI Global). ISBN13: 9781522510314

2015: Elizabeth Christopher (ed) International management and intercultural communication: A collection of case studies, Vols. 1 and 2 (Palgrave Macmillan UK). 978-1-13- 47989-1



Grey, Christopher. (1996). Rethinking management education. SAGE, 14 Feb. 1996

Khan, Mohammad Ayub. (2014). Diverse Contemporary issues facing business management education. IGI Global, 30 Sep. 2014

Klikauer, Thomas. (2016). Management education: Fragments of an emancipatory theory. Springer, 23 Nov. 2016

Lockett, Andy; Moon, Jeremy & Visser, Wayne. (2006). Corporate social responsibility in management research: Focus, nature, salience and sources of influence. Journal of Management Studies, Volume 43, Issue 1, January 2006. Pages 115–136

Matthews, Chris & Heimer, Matthew. (2016). The 5 biggest corporate scandals of 2016. Fortune, Dec 28, 2016.

Mukherjee, Amit S. (2016). Why we’re seeing so many corporate scandals. Harvard Business Review, Dec. 28, 2016.

Parkes, Carole; Rosenbloom, Al & Gudi, Milenko. (2015). Responsible management education and the challenge of poverty: A teaching perspective. Greenleaf Publishing, 16 Dec. 2015

Wankel, Charles & Stachowicz-Stanusch, Agata. (2011). Management education for integrity: Ethically educating tomorrow’s business leaders. Emerald Group Publishing, 2011

Posted in Calls, Responsible Management Toolbox