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Sustainability is one of the leading challenges of our age, and higher education plays a vital role in supporting the implementation of sustainability initiatives. There has been substantial progress in business schools introducing sustainability into courses with extant literature detailing case studies of sustainability education and student perceptions of their learning. The purpose of this paper is to address the gap in literature from educators' perspectives on their experiences of introducing sustainability teaching using specific teaching tools for sustainability.

This paper presents a case study on a sustainability teaching tool, WikiRate, that was embedded into business and management courses at seven higher education institutions from across the globe. Interviews were conducted after course delivery to gain insights into the practical challenges of designing and implementing a sustainability education activity.

The findings show that educators perceive sustainability as a complex issue, presenting a challenge to teaching in university systems whose normative curricula are rooted in instrumental problem-solving. Furthermore, educators described challenges to their own learning in order to implement sustainability into curricula including the need for compromises and adaptions.

This empirical study reports on educators' experiences embedding sustainability into their courses through an innovative teaching tool, WikiRate. This paper has implications for reframing how we can approach sustainability education and presents discussion ways to teach complexity without reduction or simplification.

The extant literature on self-verification striving has primarily focused on employee recruitment and positive organizational outcomes, but there is insufficient research on its influence mechanism and boundary conditions. With taking charge as the mediating variable and authentic leadership as the moderating variable, this study aims to explore the relationship between self-verification striving and creative performance.

The authors collected 358 questionnaires from China. Linear regression was used to explore the influence mechanism and boundary conditions. Groups were classified by latent profile analysis, and differences among different groups were compared.

First, self-verification striving was significantly positively correlated with creative performance, and taking charge played a significant mediating role between them. Second, authentic leadership significantly positively moderated the relationship between self-verification striving and taking charge. Third, based on the willingness and action of self-verification striving, it was found that the taking charge and creative performance of the double high group was significantly higher than the high-medium group, while the double low group was significantly lower than the high-medium group.

First, this study makes up for the lack of influencing mechanism and inconsistency of research results between self-verification striving and employee outcomes. Second, the moderating effect of authentic leadership was proposed and verified, which enriched the universality of self-verification theory in Chinese context. Third, we found the differences in behaviors and outcomes among different groups, verified the uniqueness of self-verification striving in the Chinese context. It helps to explore the deep relationships that cannot be revealed by variables alone.

Provides a case study of Karebo Spinning Inc., Tifton, Georgia, USA. Outlines the market in which they operate and discusses in turn the president’s four determining factors accounting for high quality products. Proffers two other case studies, C&A and Craflex. Emphasizes C&A’s concentration on reducing costs and use of recycling before going on to consider the TQM programme which has driven the success of Craflex.

Societal grand challenges have moved from a marginal concern to a mainstream issue within organization and management theory. How diverse forms of organizing help tackle – or reinforce – grand challenges has become centrally important. In this introductory paper, we take stock of the contributions to the volume on Organizing for Societal Grand Challenges and identify three characteristics of grand challenges that require further scholarly attention: their interconnectedness, fluidity, and paradoxical nature. We also emphasize the need to expand our methodological repertoire and reflect upon our practices as a scholarly community.

This case was developed from interviews the author held with Nathan Baumeister, the protagonist in the case and Towny CEO; Hannah Franzen, a Towny marketing employee discussed in the case; and Mallory Franzen, Hannah’s sister-in-law and the company representative for Boomn, the digital marketing agency discussed in the case. In addition, secondary research on the USA retail industry was performed by the author. The case was class-tested four times by the author, with Hannah Franzen and Mallory Franzen initially visiting as case protagonists. This resulted in the case of refinements based on student discussion.

Towny: A new business model for a mobile economy shares the context and issues surrounding CEO Nathan Baumeister in the spring of 2018 at Towny, a unique business helping local businesses connect with their consumers over mobile devices. The company began going to market based on the vision of its owner and Nathan’s boss, Don Shafer. It had quickly approached local business clients and consumers in five key markets. The purpose of the case is to allow students the opportunity to discuss key new venture creation concepts and scenarios such as customer value proposition, competitive advantage and digital marketing.

This case was developed to be used in an undergraduate course in entrepreneurship. The particular course, new venture finance: the entrepreneur’s perspective, teaches the general subject of entrepreneurial finance through financial models such as free cash flow and valuation, case discussions with entrepreneurs visiting as facilitators and protagonists and business concept planning and forecasting. This case helps train students on how to incorporate online marketing costs into their business concept plans. Relevant courses and topics also include small business management and entrepreneurial financial management.

Although scholars in strategic management have identified innovating and exit as firms’ two sequential strategic responses to long-run crisis, the potential interdependency has yet remained implicit. Specifically, in the context of Chinese Privately Owned Enterprises (POEs), this study investigates the interrelationship of these two strategic responses during long-run crisis. Building on resource redeployment perspective, the authors propose that firms tend to simultaneously leverage innovating and exit responses.

The authors use the data from the 2010 Chinese POEs survey to verify how firms in the long-term crisis made strategic responses after the 2008 financial crisis. Besides, the authors utilize Probit regressions as the basic analysis and further employ bivariate Probit regressions to conduct robustness tests.

This study provides empirical evidence confirming that firms in the long-run period of the crisis tend to adopt both exit and innovating strategies at the same time, that is, the strategy of resource redeployment. Moreover, this study further finds that government subsidies, the degree of marketization and firm’s organizational capability could all accentuate the decision-making of firms’ resource redeployment.

The authors thus contribute to the study of strategic responses to crisis in strategic management by dynamically find out the interdependency of two responses and enrich the research on resource redeployment perspective by identifying three influential positive antecedents, adding to the ongoing investigation on positive drivers of resource redeployment.

We study how one form of wrongdoing behavior – gender-based discrimination – evolved and steadily grew amongst longshoremen over seven decades (from 1947 to 2017), despite changes in the nature of work and technological innovations that made the occupation increasingly accessible to women. Using data collected from 72 interviews with retired and active longshoremen and their employers, supplemented with archival and observational data, we find that although women were permitted into the occupation at the beginning of the period (1947 to the 1960s), they were progressively, completely excluded by male longshore workers. We find that after experiencing imprinting (the idea that early experience exerts a crucial influence on later behavioral phenomena) (Immelmann, 1975) during early decades, longshoremen instrumentalized their fear of occupational decline and voluntarily engaged in organizational wrongdoing by discriminating against women. Men rationalized their exclusion of women through two means: first, by adapting the “Madonna vs temptress” paradigm of framing women, and second by strategically emphasizing self-serving justifications. This study contributes to the literature on gendered work and the difficulty of eliminating imprinted, entrenched behaviors in gendered occupations.

Man has been seeking an ideal existence for a very long time. In this existence, justice, love, and peace are no longer words, but actual experiences. How ever, with the American preemptive invasion and occupation of Afghanistan and Iraq and the subsequent prisoner abuse, such an existence seems to be farther and farther away from reality. The purpose of this work is to stop this dangerous trend by promoting justice, love, and peace through a change of the paradigm that is inconsistent with justice, love, and peace. The strong paradigm that created the strong nation like the U.S. and the strong man like George W. Bush have been the culprit, rather than the contributor, of the above three universal ideals. Thus, rather than justice, love, and peace, the strong paradigm resulted in in justice, hatred, and violence. In order to remove these three and related evils, what the world needs in the beginning of the third millenium is the weak paradigm. Through the acceptance of the latter paradigm, the golden mean or middle paradigm can be formulated, which is a synergy of the weak and the strong paradigm. In order to understand properly the meaning of these paradigms, however, some digression appears necessary.