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Management educators often seek out innovative ways to introduce theories and concepts in such a way that students are more engaged and connected with the course material. A meme is an image juxtaposed with short text that elicits emotional responses from its readers and is now a staple in social media. Examples include: grumpy cat, success kid and distracted boyfriend. The authors have successfully used memes both online and in-person as a teaching tool. This paper aims to describe how the authors have used memes and some of the best practices and lessons learned from this experience.

Students in a training and development undergraduate course and an organizational behavior MBA course were tasked with creating and presenting memes that reflected the subject matter in their respective courses.

Their fellow students were successful in identifying the course theory or concept when these student presenters presented their memes in class. This suggests that this type of activity is helpful for students to apply a key course concept or theory in a way that was fun and interactive. Follow-up feedback from the students indicated that they enjoyed this type of activity and felt that it aided in their retention of course material.

While memes are quite popular in social media, there is a paucity of academic articles on the application of memes for teaching management concepts. This article guides instructors on how the authors have used memes in the classroom and offers some suggestions for doing a debrief afterward.

Purpose: This chapter explores the linkage between sustainability and subjective well-being (SWB) in the workplace. This scoping review aims to present rational approaches to the linkage between sustainability and SWB at the workplace.

Need of the study: Sustainability aims to achieve social equity and justice through various initiatives so that present and future generations can enjoy resources without exploiting them. By adopting sustainable initiatives in our day-to-day lives, we can create a healthier equation between humans, work and nature.

Methodology: This scoping review explores the relationship between sustainability and SWB in the workplace. Employing the PRISMA method for synthesis, which is qualitative in nature, the review includes research papers published from 2014 to 2023.

Findings: Sustainable HRM encourages employees to engage in socially responsible initiatives and activities. Research demonstrated a positive correlation between well-being and desirable outcomes, including improved job performance, increased productivity and reduced employee turnover intention.

Practical implications: This review underscores the significance of implementing sustainable practices to enhance well-being across various levels within organisations, encompassing individual employees, teams, organisations as a whole and inter-organisational processes. Organisations can pave the way for a resilient future by prioritising sustainable actions today.

This study aims to examine the pro-environmental behavior of tourists in one of the northern cities of Iran, Lahijan, by applying the Protection Motivation Theory (PMT).

The sample consists of a total of 180 tourists who had traveled to Lahijan city in Guilan province. Data is analyzed using descriptive analysis and structural equation modeling (SEM) technique using Smart PLS 3.0.

The results confirm the importance of PMT in explaining the pro-environmental behavior of tourists. The findings of this study show the significant relationship between vulnerability, severity, self-efficacy, response efficacy, response cost and maladaptive perception with tourist’s pro-environmental behavior. Moreover, rewards are not related to pro-environmental behavior.

This study provides a better understanding of how to motivate tourists toward pro-environmental behavior. It also contributes to reinforcing PMT by adding evidence from tourism research and delivers profiles for tourism providers.

The study contributes to the understanding of the predictors of pro-environmental behavior of tourists in Iran using a full PMT which encompasses three concepts of threats appraisal, coping appraisal and maladaptive perception.

This study aims to ascertain the personal characteristics of a group of successful academic entrepreneurs in a South African university enterprise and the prevalent barriers and enablers to their entrepreneurial endeavour.

The authors used a Delphi process to identify and rank the characteristics, enablers, barriers and behaviours of entrepreneurial academics, with a Nominal Group Technique applied to establish challenges they encounter managing their enterprise and to propose solutions.

Perseverance, resilience and innovation are critical personal characteristics, while collaborative networks, efficient research infrastructure and established research competence are essential for success. The university’s support for entrepreneurship is a significant enabler, with unnecessary bureaucracy and poor access to project and general enterprise funding an impediment. Successful academic entrepreneurs have strong leadership, and effective management and communication skills.

The main limitation is the small study participant group drawn from a single university enterprise, which complicates generalisability. The study supported the use of Krueger’s (2009) entrepreneurial intentions model for low- and middle-income country (LMIC) academic entrepreneur investigation but proposed the inclusion of mitigators to entrepreneurial activation to recognise contextual deficiencies and challenges.

Skills-deficient LMIC universities should extensively and directly support their entrepreneurial academics to overcome their contextual deficiencies and challenging environment.

This study contributes to addressing the paucity of academic entrepreneur research in LMIC contexts by identifying LMIC-specific factors that inhibit the entrepreneur’s movement from entrepreneurial intention to entrepreneurial action.

The learning outcomes of this study are to assess the shared value model and elaborate on new multi-stakeholder approaches to business, where the stakeholders include the founders, investors, partners, employees, clients and the surrounding community; to consider the synergies between community development, environmental stewardship, sustainable business practices and the long-term health of organisations and communities, considering these as the new fundamentals of business; to examine the interconnectedness of vision, strategy, purpose and leadership in creating and evolving the shared value model; to explore the relationship between shared value practices and collective well-being, and a specific reference to nurturing transformative experiences through nature, personal development and community upliftment is made; and to assess Grootbos’ ability to translate their purpose and value proposition into a strategy and sustainable vision with a possibility of Grootbos achieving global impact through its evolving model, beyond the founder.

This case study explores the evolution of Grootbos Private Nature Reserve and Foundation, a luxury hospitality lodge and award-winning ecotourism destination, from humble beginnings in the Western Cape of South Africa to a global example of conservation, community, commerce sustainability and transformative experiences. The establishing of Grootbos and its growth and widespread recognition can be attributed to the vision and inspirational leadership of its founder, Michael Lutzeyer. Although much success has been achieved in conservation, community upliftment and individual development of community members within their region, Lutzeyer’s and ultimately, Grootbos’ vision extended well beyond South Africa and aspired to elevate their floral kingdom and model of development and conservation to a global platform of awareness. Although a shared value vision and strategy had transformed the business, placing Grootbos as a leader in transforming their industry and sparking an evolution in the shared value model itself through the interjection of transformative experiences, the larger question remained: How can Grootbos extend the impact, towards people and planetary well-being, beyond the scope of their individual place-based business and their industry? And in terms of the dilemma Lutzeyer and the management team at Grootbos faced: How will this vision and global ambition continue through succession, beyond Luzeyer’s personal drive at the helm?

Experienced leaders within a graduate degree program, executive Master of Business Administration (MBA) or executive education in the areas of leadership development, strategy, shared value and international business.

Teaching notes are available for educators only.

CSS4: Environmental management.