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EADA is an institution built upon a long standing tradition of training business leaders with a highly developed "human touch" and we consider a concern for social and environmental issues an integral part of decisions made by corporate leaders. This concern is part of the genetic code of the institution and permeates the courses, projects, group work and personal development that comprise the activities undertaken throughout the MBA program.
As stated in our last EQUIS accreditation peer review report (June 2010) what the School excels in are the fully internalized activities in the areas of social responsibility and sustainability. One of the three research centres is dedicated to this topic with some of the more visible research done at the School falling in the areas of Measuring the Impact of Social Responsibility Activities of Companies and Green marketing. These topics grow quite naturally from the humanistic sources of EADA that find their way into many different minds and projects of the School, implanting a sense of social responsibility in the students.
In September 2008, EADA adopted the Principles for Responsible Management Education (PRME), initiative of the United Nations Global Compact. By adopting the Principles, EADA has pledged to engage in a continuous process of improvement with regards to the application of the Principles, to report annually and to contribute to the learning experience of the academic institutions participating in the PRME worldwide (http://www.unprme.org/index.php).
In November 2009, EADA adhered to the UN Global Compact. It is a strategic policy initiative for businesses that are committed to aligning their operations and strategies with ten universally accepted principles in the areas of human rights, labour rights, children’s rights, environmental and corruption issues. EADA invited Mr. Flavio Fuertes, Director of Global Compact Argentina, to present the study “Corporate Social Responsibility: an opportunity for Human Development” (Dr. Elisabet Garriga, Director of the CSR Centre at EADA, is the main researcher of the project).
CSR Implementation Initiatives:
• Development of the capabilities of participants to be future generators of sustainable value for business and society through academic activities and curricula.
• Corporate Sustainability Impact Centre. Hosts three ongoing research programmes: United Nations Project, PNUD Argentina and Global Compact (Dr. Elisabeth Garriga), CODESPA Project (Dr. Martin Rahe) and Airlines Project (Dr. Joan Ramón Tarradellas, Director of the Finance & Management Control Department).
• Corporate Social Responsibility in Action. EADA facilitates and supports dialogue and debate among educators, businesses and consumers offering seminars on Corporate Social Responsibility in Action (CENTRUM, Pontificia Universidad Católica de Perú).
• Several forums led by executives of MSF (Médicos sin Fronteras), October, 2008, Laboratories Esteve, May 2009, Greenpeace Spain, October, 2009.
• EADA launched a course on Climate Change and Green Business. The course is designed to create a significant impact upon participants. The programme includes a series of interactive seminars and a green-related final project. The objective is to create an educational framework, materials, processes and environments that enable effective learning experiences for responsible leadership. To support the course, a new “Green Business and Marketing” section has been created in the library, which contains over 100 new titles.
Practical Concern for the Environment:
The recycling of paper, glass and metal was institutionally implemented long before it became a legal obligation.
EADA has also contributed to the upkeeping of the surrounding Mediterranean forest and the conservation of plant species in our Residential Training Centre at Collbató and it is the centre of logistic coordination for Collbató with regard to forest fires.
Collective programme with Toner 2000 to collect and recycle computer consumables. The revenues generated are donated to Josep Carreras Foundation (fundraising to support the struggle against leukaemia)
Creation of the EADA Green Project whose mision is to reduce energy, plastic use and paper saving through:
Selected garbage collection of batteries, plastic, tonners, oil and paper.
Collaboration with Gaspar de Portola Foundation for buying a christmas tree with certificate of sustainable origin and christmas decorations made of recycled materials.
Substitution of light bulbs with those of low consuming energy
Creation of a fair twice a year of office material for recycling
Recycling of folders used for participants.
Sending of newsletters, communications and news in electronic format instead of paper.
New process incorporating new design in methodological guides for participants reducing printing and paper usage.
Creation of a permanent section in EADA Press (internal communication magazine) with ecological advices and ecological presents for winners of EADA press contests.
The aims of the course are:
1. to improve students understanding of the relationship between business and the natural environment
2. to expose students to major concepts of innovation theory
3. to explore the global renewable energy sector as a source of sustainability innovation
Aims:
The objective of this course is to help participants link theory with practice. As such, by applying the theoretical aspects
discussed in the courses of Marketing management I and II, participants will be able to develop a robust marketing plan.
Moreover, this course aims to develop participants' consulting skills since their plan will be evaluated by a real company, in this case the NGO, Médicos Sin Fronteras.
Aims:
Increase your leadership skills and capabilities
Increase your sense of responsiblility towards society and environmental problems.
Increase your understanding and relationship building abilities to work with NGOs, Unions and Local Government.
Increase your understanding of the economic dimension of social and environmental problems in the community and the costs
and benefits of various solutions to such problems.
The Personal Leadership Development (PLD) course will create the opportunity for you to reflect on individual beliefs attitudes and responses. At the individual level the course will focus on two key areas of leadership; managing yourself (self awareness and understanding) and managing relationships (the impact you have on others). These two aspects involve a high level of selfawareness,
the willingness to risk new behavior and the capacity to be flexible and make changes as the environment changes.
Furthermore in the course you will develop an understanding of the scientific principles of networks and then you will explore your own social networks; personal, operational and strategic with the objective of making your position in each network far more powerful.
Aims:
Develop greater awareness of personal learning and self-development processes related specifically to your MBA programme
and the business environment.
Self-evaluate your present level of professional competencies, as a starting point of the development process.
Acquire greater understanding of how teams work effectively and the distribution of roles and functions among the team
members.
Maximize the effectiveness of multi-cultural teams.
Become familiar with the distinct teaching methodologies that you will experience during the International MBA Programme.
Aims:
Have students create a social business within the MBA program period.
Provide innovative business education.
Foster the dissemination of new ideas and methods to create companies.
Develop entrepreneurship and teamworking skills.
Provide new perspectives on business responsibility towards society.
Offer students the opportunity to be agent of change and make a difference to a target group in just one academic year.
Aims:
- To apply a critical reasoning about the implementation of social responsibility criteria to actual situations.
- To analyse the different stages in development of the Social Responsibility concepts from the initial philanthropic one to its full integration in the strategic decision-making process.
- To implement Social Responsibility based strategies in all activities throughout the value chain.
- To introduce the concept of Social Responsibility and its sustainability as a source of competitive advantage.
- To introduce the use of metrics in a score card for a practical and effective strategic management
Global corporations understand that being socially and environmentally responsible is integral to long-term success and serves
as a source of competitive advantage. However, despite a growing body of knowledge, companies continue to struggle with the fundamental challenges of embedding CSR into their day-to-day business strategy and maximizing its business impact.
This course focuses on CSR as a corporate strategy that is integrated with core business objectives and core competencies to
create business value and positive social change. We will investigate good (and bad) practices of companies who have implemented socially responsible strategies. Students will
develop their own repertoire of tools and implementation strategies that can be utilized across industries and sectors to set up
CSR strategies that yield both financial and social/ environmental value.
Aims:
The participants have learnt the theoretical aspects of marketing, and this course will challenge them to apply these theories to
marketing in a greener economy.
The objective of this course is for participants to understand the key issues contributing to the global green debate. And to understand the impact that environmental issues have had so far on business and marketing decisions, and future opportunities that it creates.
Aims:
From a content-oriented perspective, the objective of the course is to familiarise participants with the most generic and useful
concepts, techniques and fundamental areas of Supply Chain Management, such as supplier-client collaboration, supply chain design, supply chain planning, outsourcing and sustainability. This is done taking an integral perspective, establishing clear relationships between Operations / SCM and the other areas of a company.
From the perspective of development of managerial skills and competencies, the objective of the course is to confront the
participants with the "typical" challenges of Supply Chain Management, putting them in the leading role of different situations, having to analyse and understand the dynamics of supply chain processes and their importance for the competitive strategy of the company, discuss their ideas with their colleagues and make decisions about specific responses or supply chain strategies for specific company situations.
Each year, EADA invites MBA alumni to participate in a course focused on an area of current business trends in a world-renown business school in Europe, Asia or the Americas such as Indian Institute of Management, Haas School of Business or Nayang Business School.
The course provides continuous professional development for alumni as well as valuable opportunities for networking.
The International MBA organizes every year several blood donations to supply the Red Cross under-resourced blood bank. The last donation took place in January 2011.
In November 2009, EADA adhered to the UN Global Compact. It is a strategic policy initiative for businesses that are committed to aligning their operations and strategies with ten universally accepted principles in the areas of human rights, labour rights, children’s rights, environmental and corruption issues. EADA invited Mr. Flavio Fuertes, Director of Global Compact Argentina, to present the study “Corporate Social Responsibility: an opportunity for Human Development” (Dr. Elisabet Garriga, Director of the CSR Centre at EADA, is the main researcher of the project).
Every year EADA organises a forum targeted at Associated Companies and partner companies. This one day forum is aimed at furthering customer loyalty and is held in the EADA Residential Training Centre in Collbató. It is designed to address the concepts, trends and/or discuss the socioeconomic environment and hosts outstanding speakers from the corporate and political world.
Governments and private corporations are delighted with the idea of a 400% increase in overall production by 2050. Their only plans in order to save resources are increasing the efficiency and recycling, but these measures according to reports on this subject would only mean a 10% of it all. With a rapidly expanding world poulation, and corresponding increasing levels of consumerism, in a world with finite resources, does it equal an unsustainable long term economic model?
Several forums on CSR are led by executives of MSF (Médicos sin Fronteras), October, 2008, Laboratories Esteve, May 2009, Greenpeace Spain, October, 2009.
EADA has launched a course on Climate Change and Green Business. The course is designed to create a significant impact upon participants. The programme includes a series of interactive seminars and a green-related final project. The objective is to create an educational framework, materials, processes and environments that enable effective learning experiences for responsible leadership. To support the course, a new “Green Business and Marketing” section has been created in the library, which contains over 100 new titles.
In cooperation with Carispaq, a bank strongly committed to the local community of l´Aquila, two full scholarships have been awarded to two students living in the area damaged by the earthquake to attend the full time MBA (September 2009).
Each year, EADA invites MBA alumni to participate in a course focused on an area of current business trends in a world-renown business school in Europe, Asia or the Americas such as Indian Institute of Management, Haas School of Business or Nayang Business School.
The course provides continuous professional development for alumni as well as valuable opportunities for networking.
An institutional initiative to raise funds for the reconstruction of an orphanage in l´Aquila, Italy, destroyed by an earthquake on 6 March, 2009 (14 April, 2009) and for the victims of the earthquake that destroyed most of the urban infrastructure in Port au Prince, Haiti, on 12 January, 2010 (18 January, 2010).
Carnet is an association of 10 European Business Schools which work towards providing their participants and alumni with services and career opportunities. (www.carnet-alliance.org)
By taking part in this association, the Career Service Department from EADA aims to create partnerships between employers, participants and other business schools leading to jobs, events, consultancy projects and international cooperation. Schools in the Carnet Alliance must be internationally accredited.
During the last academic year, 2009/2010 Carnet organised several online events where information was exchanged and recommendations were given on career opportunities in the following areas: Corporate Social Responsibility (19th May 2010), Renewable Energy (11th March 2010), Not for Profit (20th May 2010) or India (17th June 2010).
"The Centre aims to promoting innovation and excellence in management in all kinds of companies that sell directly to final consumers and in doing so improving their efficiency and their competitiveness. Like the other centres, its activities cover knowledge generation, training and the development of a strong network that offers assessment to companies. The initiative to create this centre results from very successful research cooperation between EADA and the Spanish retailer Venca. The Centre is managed by Estrella Fernández and Xavier Bordanova, (Marketing Department). Special emphasis is given to the link between the academic and the corporate community. This results in a number of collaboration agreements between public and private institutions such as AECOC, IRI, EUROMADI, VENCA, CAPSA, Generalitat de Catalunya.
The Centre is unique in the Spanish market. While other universities and business schools in Spain offer some activities in Retailing, primarily teaching, no other institution has a holistic (Research – Teaching – Consultancy) and transversal (HRM, Marketing, Strategy, Accountancy, etc.) approach. As such, the Centre’s challenge is to transform academic knowledge into practitioner relevant knowledge and share it via seminars, workshops and courses: the launch of the new executive programme of Retail Management in March 2010, a seminar presenting the preliminary results from a research project on Green Retailing, guest speakers on a national retail congress presenting the results of a study on the impact of the new legislation regarding store openings.
There are currently a number of ongoing projects which deal with repositioning Venca via brand personality, city retailing and the impact of the new legislation, the new channel strategy of Sony and its flagship stores.
Nevertheless, the biggest interest is in the field of Green Retailing. The Centre has developed a research and assessment line that discusses sustainable retail management. Under the authorship of Dr. Alexis Mavrommatis a first report about green marketing and green retailing in Spain has been produced (“Green Retailing: Key Indicators for Green Retailing”) (September 2009), which has generated interest among several retail companies and retail consultants. As a result a joint research between EADA, Bocconi and IRI has emerged in order to compare and contrast the level of “Greeness” of the Food retail Sector in Spain and Italy. Moreover, the centre introduces this issue as a subject in its Retail Management programme and offers a workshop on Green Retailing this July in the UK, in joint collaboration with AECOC.
By maintaining a close relationship with retail companies, the Centre of Retail Management is creating a retail community. Members of the community are provided with updated industry information and invited to workshops and seminars. In return, the centre receives a membership fee which helps to finance expenditures.
Some of the conferences recently offered by Xavier Bordanova and Dr.Alexis Mavrommatis on Green Retailing are:
-El rol de los retailers contra el cambio climático. III Congreso Urban Commerce, Vitoria, 23 Sept 2010.
-Demand or supply driven. Congreso UP21, Lisbon, 3rd Feb 2011."
EADA also offers custom programs addressed at NGOs and job placement firms for disabled people.
Evidence:
NGO Intermon Oxfam- A Leadership program of 2 days, with professor Lucía Langa, in February 2010.
""Placement firms for pecial needs management""(July-December 2009)
""Special Work Centers Management"" (October-December 2009 and May-July 2010)
""Marketing Plan Development for placement firms for special needs"" (October 2010-Hanuary 2011)
The Centre is, on the one hand, the result of many years of teaching Corporate Social Responsibility in the MBA and Executive Education Programmes (Luis Torras) and, on the other hand, the new approach brought by Dr. Elisabeth Garriga. The new centre is managed by Dr. Elisabet Garriga and Dr. Martin Rahe (Business Policy Department) and aims to research and develop models that measure the impact of Corporate Social Responsibility and Sustainable Management on companies. Finally, the centre investigates the return on social investment either in monetary terms, or in corporate behaviour, or in both.
The innovative issue of this centre is based on its differentiation towards other already existing centres. The Centre covers a niche in CSR-research by focusing on the impact of CSR in companies. Finding ways to measure this impact helps to evaluate CSR-policies and to receive a broader acceptance of CSR. Dr. Elisabeth Garriga is experienced in this issue and has worked with multinational companies (Inditex, AACREA, Gas Natural, Pricewaterhouse Coopers) and supranational institutions (UNDP) in Argentina as well as in China. Her academic achievements are reflected in conference participations where she has presented papers in the field of CSR, Social Capital and Stakeholder Theory and in academic publications, i.e. Journal of Business Ethics, Asia-Pacific Business Review. Her paper “Corporate Social Responsibility Theories: Mapping the Territory” has been cited frequently and gained an impact factor (ISI-Web of Knowledge) of 1.023 in 2008.
She is accompanied by Dr. Martin Rahe, who has worked on partnership programmes with Central and East-European countries and has published in the field of Sustainable Management, i.e. Journal of Knowledge Management, Research and Practice in Human Resource Management.
Some of the research projects are:
•Metrics on CSR, Academy of Management, Montreal, August 6-10, 2010.
•Impact of Micro-donations on Organisational Behaviour, Academy of Management, Montreal, August 6-10, 2010.
•An Option Pricing Based Model for Sustainability Strategy in Airline Industry in New EU CO2 Emission Legislation, IABS-conference, Alberta, Canada, March 25-28, 2010 (in collaboration with Finance Department).
•Firm’s Tertius Iungens Orientation: Arising Cooperation from Stakeholder Networks, BALAS-conference, Barcelona, Spain, March 24-26, 2010.
It is a voluntary student club for individuals who have an interest in Climate Change, Green Business, Sustainability and Ecological Issues.
Throughout the year, the club organises a series of 6 interactive seminars on topics such as:
Does Consumerism Make us Healthy and Happy, Water Management in a Globalised World, Is Fairtrade Becoming a Mainstream Economic Model? Carbon Politics: Digesting the Cancun Climate Change Summit, Sustainable Consumer Goods, New Sources of Energy:Creating a Low-Carbon Economy
The objective of the society is to encourage participants to discuss the major issues facing the world and business in the future.
This study investigated the relationship between work-to-family enrichment (WFE) and family-to-work enrichment (FWE) with work-related, non work-related, and health-related consequences using meta-analysis. We conducted a meta-analytic review of 21 studies (54 correlations) for WFE and 25 studies (57 correlations) for FWE. We found that both WFE and FWE were positively related to job satisfaction, affective commitment, and family satisfaction but not turnover intentions. WFE was more strongly related to work-related variables, whereas FWE was more strongly related to non work-related variables. We also found that both WFE and FWE were positively related to physical and mental health. Additionally, relationships appear to depend on moderating variables including the proportion of women in the sample as well as the construct label (e.g., enrichment, facilitation, positive spillover). Our work indicates that organizations need to consider ways to not only reduce conflict, but also increase enrichment, which will drive many important outcome variables. This is the first meta-analysis on the positive side of the work–family interface.
In stakeholder theory, most research on cooperation has been focused on inter-organizational collaboration field centered at the dyadic level, excluding the relational or network data. Relational or network data are important as the firms do not simply respond to each stakeholder individually but to an interaction of influences from the entire stakeholder set. The purpose of this article is to analyze the cooperation process among the firm and its stakeholders by considering the relational data and to describe the role of the firm in such cooperation processes. The empirical evidence is provided by an inductive in-depth case study on the company ‘Gas-Nat’ and its stakeholders cooperating on the ‘natural gas pipeline program’ in Argentina. To do so, I combined both quantitative sociometric data and qualitative data from grounded theory and ethnographic observations. This research suggests a stakeholder cooperation model based on structural (stakeholder’s position) and relational factors (framing process). The results indicate that stakeholder cooperation is not just determined by stakeholder position, but they can vary depending on the political opportunity structure in the network and on the framing process. It was found that network structure may create a context for selective cooperation but doesn’t explicitly determine it which is different from the previous research in stakeholder network literature. The role of the firm in the cooperation process was found as a tertius iungens role which implies to join, unite, or connect, and it is different from the existing prominent network literature of tertius gaudens.
In this paper, we present a systematic approach of Stakeholder Theory based in social capital. Social capital is a relatively novel concept in stakeholder theory (Maak, 2007; Neville and Menguc, 2006). However spite of the recent research stakeholder social capital has not properly defined nor systematically developed. This paper wants then to fill this gap. In our approach, we define stakeholder social capital taking into account the specificities of the stakeholder theory which implies that stakeholder social capital concept is defined by four dimensions (valuation, relational, cognitive, and structural) instead of three (Relational, cognitive, structural). We present the systematic approach is presented by three perspectives: descriptive, instrumental and normative following Donaldson and Preston's (1995). The descriptive perspective implies to map the stakeholder networks and implies a shift towards relationships rather than groups. The instrumental perspective based on relational view framework focuses on the drivers of relational rents that exists in the network and the normative perspective aims to foster a relational view of society.
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