Schools and teachers are invited to contribute relevant teaching material within any of the listed subject areas. Teaching material may include modules (of any length) or case studies. In all cases, the module or case outline ("syllabus") is to be completed with title, subject area, key words, descriptions, learning objectives, prior knowledge requirements and duration. Documentation may include lecture presentation material (in any form), handouts, or project work (accessible to all, including students), as well as teaching notes, evaluations and exam questions (accessible only to registered teachers). In addition, reading material (required and optional) can be contributed.
Material must be accredited and taught by the school to which the contributor is affiliated. Material submitted will be verified by the subject area owner. Verification may require contact between the contributor and the subject area owner. The subject area owner will ultimately publish the material on the platform. The contributor and his or her school will remain associated with the module or case, and may specify use restrictions:
Contributors can either upload teaching material physically on the platform, or provide links to other locations where material can be retrieved. Contributors are responsible for respecting copyrights on any material uploaded. Where material is physically uploaded, access and usage is free, subject to the restrictions listed above. Where material is retrievable at other locations (e.g. online case study providers, online courses, or online libraries) access and usage will be subject to the conditions of the relevant provider (including possible fees).
Contributors or their schools may request subject area owners to withdraw or replace previously contributed material at any time.
This module is an approximation to social responsibility as a business management tool and source of social innovation of business models. The course looks into issues such as the non-market environment, strategic social responsibility, firm-stakeholder relationships, CSR (including labor rights, environmental issues, social impact, ethical leadership and corporate governance), as well as inclusive business models and social entrepreneurship.
A 12 week master level course from the University of St Gallen's Responsibility and Sustainability centre. The course provides for 30-50 students (plus invited stakeholders) working in 3 cohorts, on 3 sustainability issues at a regional level. Fully student directed learning process, professor acts as facilitator.
From its humble beginnings as a small shuttered plywood mill, Columbia Forest Products has grown to be one of the largest players in the U.S. hardwood plywood products market. This case follows the company’s introduction of a new sustainable plywood product in an extremely competitive and economically challenging market place. At the point in the case, the construction of new homes had fallen across the United States.
This collection examines instances when a business opportunity in an economically struggling community becomes an engine for community development. It offers cases and readings in four areas in which these business opportunities in cities have worked synergistically with economic development aims: banking, insurance, supermarkets, and health care.
The Teatulia case examines the dynamics of a multi-generational family business. In 2000 the Kazi family founded Kazi & Kazi Tea Estate Limited (KKTE) in the remote northwestern corner of Bangladesh. While combining financial profitability with employee well-being and environmental sustainability, the company focused on finding solutions for both owners and local populations.
The experiences of green household product producer, Method, is used in this case study to explore the challenges faced by producers opting to follow sustainable design principles.
Senior executives of the US Coca-Cola Company (Coca-Cola) evaluate the opportunity, and conduct due diligence for, the business’ potential re-entry into Myanmar. In the process, they encounter challenges that had to be overcome when working in this local market.
SLT assesses the minimum level of knowledge in economic, social and environmental responsibility of higher education students. It can be applied all over the world, in any kind of Higher Education Institutions (HEI), and on all levels (Bachelors, Masters, MBAs, PhD). All of the questions from this assessment tool are designed to ensure that future graduates have basic knowledge in sustainable development, covering both individual and organizational responsibility.
Yale School of Management's Program on Social Enterprise (PSE) supports faculty, students, alumni, and practitioners interested in exploring the ways in which business skills and market disciplines can be harnessed to most effectively and efficiently achieve social objectives. PSE explores work on nonprofit and public sector social entrepreneurship as well as initiatives in private sector social enterprise.
While Myanmar represented many opportunities for the French corporation, Total S.A. (Total), the company must navigate its complex risks, including allegations that the company was profiting from slave labour and other human rights violations in building their gas pipelines.
In 1997, Tony Oteng-Gyasi established Tropical Cable and Conductor Limited (TCCL), an electrical cable and conductor manufacturing business that is located in Accra, Ghana. Although TCCL is a for-profit enterprise, the business, which manufactures a variety of electrical cables and conductors for electrical and telecommunications use, has a strong social mission rooted in Tony’s personal values to set the right example. He believes that education is the way out of poverty, and has a commitment to improving life in his community by giving back. TCCL’s corporate social responsibility focuses on making a positive impact in the community through supporting gifted young people from disadvantaged families to get an education and improving the quality of life in the communities in which TCCL operates through supporting various initiatives.
Tim O’Brien, Founder of Tropical Salvage, was ready to launch a growth strategy for his company. He had spent ten years building the sourcing, production and marketing capabilities of Tropical Salvage. And he had worked successful with a not-for-profit partner to establish the Jepara Forest Conservancy to further the social and environmental missions that had provided the primary motivation for the company.
‘Changing the World: A Beginners Guide to Social Entrepreneurship’ is a culmination of what we have learned over the past few years working closely with young social entrepreneurs and is a tool for sharing the stories, challenges and insights of young people who had an idea and ran with it. The aim of this guide is to share our learning in the hope that it will support future young people who have ideas to make their world better.
The course Entrepreneurial Sustainability Management starts from the major sustainability challenges for economy and society and covers the consequences for business and management. It gives a broad introduction into the purpose of business and into the management challenges on a strategic and operational level. The course aims at clarifying the possibilities and impacts of a sustainable entrepreneurship. It is highly interactive to develop the students’ capacity for active engagement and reflectivity.
Economists have developed a number of basic concepts that are useful when we want to describe how an economy works, and to think about how we, in our private roles and through government action, might make it work better. This reading will present some of the most important concepts in economics, including how to approach trade-offs; what markets really are; and the importance, in economics, of such abstract things as trust and money. Before we get into these concepts, however, we’ll review economists’ basic tools of investigation.
The manager at Voltium, a European company that was installing electricity in various parts of an African country, pondered whether it was justifiable to yield to the extortion of a local public official of the Dambo region, just as the company was about to finalize the project for the electrification of the area.