Making an Impact: Transforming Undergraduate Business Education

Abstract

This chapter uses the re-development of an undergraduate business degree in a large Australasian university as a case study of the systematic embedding of social responsibility into the curriculum. The chapter discusses the drivers for curriculum change including the converging desires of both employers and students for business education to not only equip graduates with thinking skills for a fast-changing future but also provide guidance to students on becoming ethical leaders. The design thinking process that underpinned the curriculum re-development is outlined and the graduate profile and curriculum structure that emerged from the process are discussed. The graduate profile includes an aspirational goal for students to be future generators for sustainable value for business and society at large. Attainment of this goal is supported by development of other aspects of the graduate profile and the structure of the degree itself. Students are required to undertake multi/interdisciplinary study in order to expose them to different perspectives and ways of thinking and doing. They are scaffolded through the development of an understanding of social responsibility in business and the application of ethical frameworks to complex problems over the course of three years, through four compulsory courses. The chapter notes the importance of the hidden curriculum in teaching social responsibility and demonstrates how the teaching of social responsibility in the business curriculum is reinforced through the structure of the degree and consistency with both the Business School’s and University’s mission.

Citation

Morris, G. and Reid, F. (2020), "Making an Impact: Transforming Undergraduate Business Education", Sengupta, E., Blesinger, P. and Mahoney, C. (Ed.) International Perspectives on Policies, Practices & Pedagogies for Promoting Social Responsibility in Higher Education (Innovations in Higher Education Teaching and Learning, Vol. 32), Emerald Publishing Limited, Leeds, pp. 39-51. https://doi.org/10.1108/S2055-364120200000032004