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The aim of this study is to examine the determinants of students’ perceptions of the Green University. The authors also examine whether students’ perceptions of the Green University are determined by the type of sustainability-related subjects that they have been taken to date. The authors divided sustainability-related subjects into those related to economics, social, and environment. The authors also compare students’ perceptions by different university types (public vs. private) as well as students from different majors (economics and business vs. engineering). The authors use questionnaires for data collection where respondents are undergraduate students in Jakarta, Indonesia. The result shows that on average our respondents have positive perceptions about Green University practices. However, the authors also find that students’ perceptions variate across university types. The authors also find that students’ perceptions about the importance of Green University are not positively affected by sustainability-related subjects. The authors find that public university students have higher and significant perceptions about the Green University, whereas students’ majors have no significant effects.

Drawing on managerial innovation model proposed by Abrahamson (1991), this chapter tries to gain a better understanding of how the UN SDGs have impacted the practice of sustainability reporting of Spanish public universities. Data were collected from a variety of sources, such as: several email structured interviews with university managers, an examination of the Chancellor letters of sustainability reports of Spanish public universities, a detailed reading of some sustainability reports and a consultation of the website of each Spanish public university. The findings reveal that there has been an increasing number of Spanish public universities that have started to publish stand-alone sustainability reporting since the appearance of the UN SDGs. According to Abrahamson's framework, our findings reveal that governmental-policy forces have shaped the sustainability reporting landscape in the Spanish public university setting, and their behaviour is mostly explained by the forced-selection and fad/fashion perspectives.

Education for Sustainable Development and graduate employability are key agendas within Higher Education, and career-related events provide a context that caters to both simultaneously. There is a need for greater integration of academic department and career service teams in developing event management that systematically considers the potential to raise awareness of sustainability-related careers. This can maximise student personal and professional growth through sustainability-related career events, which simultaneously benefit the student through shaping personal and professional ‘purpose’, society through impact on the United Nations Sustainable Development Goals and university impact-related measures. By approaching events as a source of empowering students to become aware of, and actively seek out careers in which they can have a positive impact on people and planet, universities can provide a pipeline of sustainability ‘actioners and transformers’. This chapter illuminates the potential actions between career service teams and academic departments in developing information-related events about sustainability-related careers. It extends a popular employability framework to sustainability, presented with an illustrative case in a UK study context aligned with the sustainability ‘Thinker, Actioner and Transformer’ typology. An analysis of career service information enables clear recommendations to be provided on how academic teams, career and other operational services might coordinate approaches. It is proposed that the ultimate commitment of growth in transformation might well be to nurture students as activists for change, presented through the topical analysis of ‘fossil-free’ career events. This is very much a starting point, and it is hoped that the chapter provides an opening for further discussion.

Corporate governance (CG), initially associated with private organizations, has been adopted by higher education institutions (HEIs). These are being managed more as firms in this post-standardization phase, in which the commercialization of higher education, competition and selective choice, finite resources and sustainable development (SD) have become major requirements for accountability and action. Principles of CG can collaborate and guide the process of making universities sustainable. The chapter analyses the effects of CG on the creation of a culture of sustainability in universities. In doing so, it analyzes the websites of public HEIs in EU-15 countries for a set of social responsibility indicators and investigates the impact and practices of two young Portuguese universities regarding United Nation’s Sustainable Development Goals. The results point out that CG and SD principles tend to guide the strategy of most public HEIs in the EU-15, confirming that they have made a commitment to good governance and sustainability.

There is a growing need to train and support educators to introduce or enhance aspects of sustainability into post-secondary curriculum. The authors provide an overview of integration of curricular sustainability development and education as well as related institutional leadership at the post-secondary level. Turning to educational development for sustainability education, the authors share tools and resources to support educators from any discipline, to introduce, integrate, and/or enhance sustainability in their course, program, or initiative. The authors found very few examples of workshops to post-secondary teachers. For one such example, the Sustainability Education Intensive, a three-day workshop that the authors designed and led at the University of British Columbia. The authors summarize the workshop aspects that two years of participants found helpful, and how workshop involvement affected them as sustainability educators. The authors encourage post-secondary institutions to provide support in the form of workshops, resources, and funding to help educators introduce or enhance aspects of sustainability into their courses and programs. Students are asking for this, and, as they are future leaders, it is important that educators address the numerous environmental, social and economic issues that demand attention.

This chapter compares the current biodiversity practices of higher education institutions (HEIs) and their learning effects of the Global North and South. It particularly explores the HEIs’ strategies targeting biodiversity and ecosystem services preservation. In order to answer the research question, a qualitative content analysis of published sustainability reports of the systematically selected HEIs was performed. The Times Higher Education (THE) was used to select HEIs. The results show that biodiversity reporting and management is still in its early stages in HEIs from both the Global North and South and could benefit from further research and suggestions for improvement. One implication for the HEIs is that they could increase public awareness and knowledge of biodiversity through the integration of this topic into their curricula, more research projects on biodiversity, and operations on and off campus.

The purpose of this chapter is to contribute to the theory building of transformative university by delivering two conceptual models for legitimizing entrepreneurial university with a transformative role in quadruple helix for sustainability governance structures as being nominated as “responsible facilitator.” This chapter draws many theoretical insights sourced from Entrepreneurial University (Etzkowitz, 1988), Institutional Theory (Scott, 1987), quadruple/quintuple helix (Carayannis & Campbell, 2009a, b) and Responsible Innovation (Owen, Macnaghten, & Stilgoe, 2012) in order to frame the resulting conceptual models of transformative university for sustainability and quadruple helix for sustainability governance. The conceptual models offer a new paradigm discussion for the changing role of universities in knowledge economy and opens up for further investigation of quadruple helix actors namely as transformative university, society, industry and government for strategic capital, social capital, economic capital and culture–human capital interventions in sustainability governance. The second model illustrates the key interventions of quadruple helix actors in four pillars of capital delivering concrete examples of activities. The originality of this chapter lies in its discourse articulating a multilayered approach for the institutionalization of entrepreneurial university embedded in a responsible innovation ecosystem based on individual, organizational and macro-level perspectives. Quadruple helix actors are nominated as “responsible facilitator,” “hybrid hub,” “agile regulator” and “pressure beneficiary” roles for their relevant place in sustainability governance structure.

The incorporation of Corporate Social Responsibility (CSR) and sustainability is essential for higher education institutions' (HEIs') future development as they deal with more societal and environmental concerns. The current status of research on CSR and sustainability in HEIs is examined in this systematic review, which also identifies major themes and trends for future development. This review emphasizes the complex characteristics of CSR and sustainability in the higher education environment, spanning aspects like university's social responsibility (education, community engagement, research, and internal management and organization), Sustainable Development Goal (environment, social, and economic), student's perceived self-efficacy, students' intention to implement sustainability, students' engagement for sustainability. It does this by assessing a wide range of scientific works. Additionally, it reveals the advantages and disadvantages of applying CSR and sustainability strategies in HEIs. The results highlight the significance of all-encompassing initiatives that cover governance, accountability, and openness in order to promote a sustainability culture inside HEIs. The paper ends with suggestions for further study, highlighting the necessity of interdisciplinary methods and successful collaborations to promote CSR and sustainability initiatives in HEIs and consequently contribute to sustainable development generally.

This chapter explores sustainable development of leadership strategies as a social framework in higher education to help with defining, implementing, and envisioning a sustainable future. Leaders need to develop a sustainable approach for higher education that involves all stakeholders who benefit from having educated citizens to develop common interests that develop and promote sustainable objectives that focus on shared values. An educationally sustainable approach extends beyond a current leader’s time at the institution to continue stable growth and long-term approaches around making decisions, fostering systemic innovation, developing an engaged workforce, and providing quality services and solutions. Leaders need to link sustainable strategies to the school’s mission, values, and finances to help gain consensus and align the decision-making process. In an effort to develop leaders and programs around educational sustainability, governmental organizations have been established to help develop policies and programs to create a sustainable future. Additionally, professional organizations have formed that allow leaders a chance to connect, grow skills, and lead sustainability initiatives. And, higher education institutions have created offices focused around sustainability on campus and educational programs around sustainability leadership to help develop future leaders that are able to take action based on sustainability values and creating an inclusive and reflective process for decision-making. Sustainable leadership has the power to transform society through reorienting the educational system to help people develop knowledge, skills, values, and behaviors for an ever-changing world.

This chapter suggests a perspective on dealing with the future as dealing with uncertainty, which necessitates an alteration of the current learning paradigm and the adoption of a model that, not only accommodates, but also anticipates and embraces diversity, variety, and differences in knowledge. It calls for a model that moves beyond pre-determined content and learned solutions to seeding creativity and cultivating improvization. It approaches education as lifelong learning, as necessarily transformative, creative and authentic. It posits that dealing with the uncertainties of the future requires the acquisition of skills of mitigation and improvization that anticipate, not only mitigate; but to acquire the ability to see and create opportunities out of uncertainty. It endeavors to explore the ways by which higher education can address the need for facing the uncertainties of the future and the complexity of the sustainability challenges.