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Griffith Business School

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Griffith Business School 170 Kessels Road
Nathan, QLD, 4111
Australia
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Demographic Information

Number of full-time MBA students (2011): 

15

Number of part-time MBA students (2011): 

25

Total duration of full-time MBA program: 

18 months

MBA faculty (Fall 2010): 

253

Females as percent of student body: 

40%
Who Are the Students? See what percentage of the 2010-2011 graduating class came to this MBA program from the private sector, the non-profit sector and government jobs
 
Private Sector (85%)
 
Non-profit (1%)
 
Government (14%)


Description of MBA Program: 

Griffith Business School was the first Australian Business School to sign up to the United Nations Principles for Responsible Management Education (PRME), which demonstrates the School’s commitment to advancing corporate social responsibility (CSR) and integrating CSR principles into our curricula and research.  In 2010 Griffith University also became a signatory to the UN Global Compact.


The MBA program regularly undertakes a rigorous curriculum mapping process which ensures that the individual courses within the program maintain their alignment with the Program vision and the Program goals. The vision of the Griffith MBA program is to develop forward thinking and responsible leaders. Goals of the program include: 1) developing students to be responsible leaders with strategic capabilities; and 2) providing students with the knowledge, tools and techniques required for advanced understanding and adoption of ethical practice, sustainability and social responsibility.  


Each semester, the courses are audited for learning and teaching activities and assessments which actively engage students in the aspects of sustainability, sustainable enterprise, corporate responsibility and ethics relevant to the discipline. Across the program, students are exposed to knowledge, tools and techniques fundamental to their ability to successfully implement and maintain sustainable business practices.  Upon completion of the program, students will have been heavily exposed to key areas including; social and environmental reporting, the environmental impacts of economic activity and appropriate policy responses, leadership in the advancement of new product development, distribution, retailing and promotion of goods and services that links marketing activities to sustainable consumption and responsible production practices; corporate governance and stakeholder management as it applies to the strategic management of sustainable businesses, responsible and ethical leadership, the social and ethical considerations implicit in the management of people; and the principles of triple bottom line decision making in organisations, with a focus the UN Global Compact, the Global Reporting Initiative, ISO2600 and other corporate citizenship initiatives.  


Furthermore, Griffith Business School has established the Asia-Pacific Centre for Sustainable Enterprise (APCSE) which officially opened in April 2009. The APCSE is a research and teaching centre which engages faculty staff and students, business and the general public in a series of sustainability seminars. The APCSE runs the Graduate Certificate in Sustainable Enterprise which delivers four elective courses for the MBA focusing solely on sustainable enterprise, corporate responsibility and ethics. The four courses are: Environmental Management, Stakeholder Management, Business Responsibility for Sustainable Development and Sustainable Enterprise, Leadership and Change. MBA Honours students are able complete a dissertation through APCSE on any aspect of sustainable enterprise. This means that both the MBA and the MBA Honours programmes allow students to major in sustainable enterprise. Prof Malcolm McIntosh, the Centre Director, is also a Director of the UNGC Network Australia.


To compliment the learning and teaching activities and assessment across the MBA program and to engage the students in active networking opportunities, faculty and students have established the Griffith University Net Impact Chapter. The Net Impact Chapter is run by the MBA students and graduates with valuable input from business mentors. The first meetings have been held with the official launch planned for March 2011.
 



How does the MBA program 'walk the talk' of social and environmental impact?: 

In 2009, Griffith Business School (GBS) created the Asia Pacific Centre for Sustainable Enterprise (APCSE) to promote the infusion of sustainability into curriculum, research and operations within GBS and across Griffith.  APCSE has been at the forefront of pushing sustainability to the top of the university's strategic and management agenda.


Key outcomes of APCSE's efforts include:


•    Griffith University becoming a signatory to the United Nations Global Compact in early 2010, with APCSE playing a key role in promoting and coordinating the university's commitment to implementing its principles

•    Stimulating the current development of university-wide sustainability policy and planning

•    Developing a proposal for a university-wide energy efficiency program for staff and student computing.  The 13-month program seeks to significantly reduce the Griffith’s energy consumption from PC use across the entire fleet of employee PCs and student PCs through a combination of technical and behavioural changes. Funding for the program is being sought from Griffith University’s Environmental Loan Fund. The proposal is currently under review.

•    Providing pro bono sustainability consultancy to a local catering company used by the Centre for its events.

•    APCSE teaches a four module Graduate Certificate in Sustainable Enterprise as part of the MBA programme which is also open to post-experience and post-graduate students across the university and in business.

•    APCSE runs seminars and conferences on a regular basis for the business school, the university and the community on topics related to sustainable enterprise.


Throughout GBS, there are also a number of staff and department level initiatives around sustainability. Some examples include:


•    The Department of Tourism, Leisure, Hotel and Sport Management have implemented a successful paper reduction initiative

•    Procurement of 100% recycled paper for GBS’s offices at the South Bank campus

•    A group of staff, including GBS members, are lobbying the university for increased bicycle facilities to stimulate increased bicycle use for staff and student travel to campus.

•    The Business School has appointed a Sustainability Programme Officer to drive change across the school and set environmental management and carbon reduction targets.

•    The University has also appointed a Sustainability Programme Officer to drive change across the school and set environmental management and carbon reduction targets.
 

Academic Department

Course Name: Accounting for Managers
Instructor: Dr. Dawne Lamminmaki, Ms. Kirsten MacDonald, Dr. Peta Stevenson-Clarke

This course examines the generation and use of an organisation's financial information for decision making and encompasses both financial accounting and management accounting topics. The course concentrates on accounting systems in general, construction and analysis of financial statements, costing, performance measurement, and accounting for decision making, planning and control. This course also covers a number of topical issues with a focus on social and environmental reporting which addresses the responsibility of organisations in promoting the principles of sustainability and corporate social responsibility.

Students will be expected to understand the nature and significance of the financial accounting and management accounting roles within organisations. They will have gained a basic understanding of how financial information is captured, recorded, reported and analysed. In addition, they will have gained knowledge of a variety of techniques and tools for internal financial management processes including budgeting, cost analysis, performance management and performance measurement and evaluation. Students will appreciate that although management accounting has typically had an internal focus, these approaches can be used beyond the boundaries of firms and more broadly so that environmental, social and other external factors are appropriately assessed when making decisions.

Course Name: Business Economics
Instructor: Mr. Chris Fleming

This course is suited to managers, business administrators and those who engage in strategic decision-making in a business environment. Business managers need to understand both the nature of the macroeconomic environment in which they take decisions and the nature of the market in which their firm operates. This course provides a practical approach to these matters, with a particular focus on the responsibility of business, and the role of government, in promoting the principles of sustainability and corporate social responsibility. The course content includes: an introduction to basic economic concepts and the economic method (Module 1); supply and demand theory, and application (Modules 2 and 3); the economics of the public sector, including appropriate policy responses to the environmental impact of economic activity (Module 4); firm behaviour and organisation in alternative market structures (Modules 5 and 6); frontiers of microeconomic thinking (Module 7); key macroeconomic variables such as gross domestic product (as well as alternatives such as the Index of Sustainable Economic Welfare) and inflation (Module 8); economic growth, savings, investment, aggregate demand and supply, and government monetary and fiscal policies (Module 9); current debates in macroeconomic policy (Module 10); and a special topic to be announced in Week 6. (Module 11).

The main aim of Business Economics is to give you a good understanding of key economic concepts and principles, as well as the ability to apply and use such principles for effective business administration in a modern environment.

In so doing, the course will provide a foundation for further studies in business, public management and sustainability.

Another aim of the course is to contribute to the development of your generic skills in analysis and problem solving, and communication.

The fundamental principles of sustainable development are infused throughout the course, with a particular focus on the environmental impacts of economic activity and appropriate policy responses in Module 4, and concerns with current measures of economic progress in Module 8.

After successfully completing this course you should be able to:

1. ACADEMIC OUTCOMES SPECIFIC TO 7902AFE

1.1 understand the significance of markets, market structures and market dynamics to the workings of a modern economy;

1.2 appreciate the rationale for government intervention in markets at a microeconomic level and the effects of such intervention;

1.3 understand the way firms behave in alternative market structures;

1.4 understand key macroeconomic variables and their shortcomings;

1.5 critically evaluate government policies at a macroeconomic level; and

1.6 appreciate the importance of micro and macroeconomic drivers in achieving sustainable outcomes.

2. GENERIC ACADEMIC SKILLS

2.1 analyse and critically evaluate information;

2.2 use analytical methods to solve problems;

2.3 communicate effectively in writing;

2.4 demonstrate a high degree of information literacy; and

2.5 demonstrate an ability and willingness to assume responsibility and make decisions

Course Name: Business Intelligence
Instructor: Dr. Kuldeep Sandhu

Business intelligence (BI) is a broad term that refers to the combination of software tools, architectures, databases, models and methodologies for assisting decision makers to achieve business objectives. As organisations move towards a triple bottom line approach to monitoring their organisational performance, the capture, storage, transformation and presentation of environmental and social responsibility data, as well as financial data is essential for informed decision making. This course provides students with an understanding of the principles of triple bottom decision making in organisations, with a focus on the ISO2600 Corporate Responsibility standard., an appreciation of the concepts of business intelligence systems (BI), and the acquisition of basic skills in the use of analytical business tools to extract information required for responsible management decision making. This course introduces students to information systems methodologies and tools that allow presentation of all organisational stakeholder information in a format that facilitates responsible management decision making. . It is therefore suitable for students with little or no information systems background.

Decision makers increasingly rely on computerised support, from stand-alone software applications on personal desktops to Web-enabled distributed systems for collaborative use at multiple locations across organisations. More and more business intelligence systems incorporate the use of the Internet to deliver high-value performance outcomes to decision makers across large geographically dispersed areas.

As organisations move towards a triple bottom line approach to monitoring their organisational performance, the capture, storage, transformation and presentation of environmental and social responsibility data, as well as financial data is essential for informed decision making. This course provides students with an understanding of the principles of triple bottom decision making in organisations, with a focus on the ISO2600 Corporate Responsibility standard., an appreciation of the concepts of business intelligence systems (BI), and the acquisition of basic skills in the use of analytical business tools to extract information required for responsible management decision making.

This course introduces students to information systems methodologies and tools that allow presentation of all organisational stakeholder information in a format that facilitates responsible management decision making. It is therefore suitable for students with little or no information systems background

After successfully completing this course you should be able to:

1 Understand how business intelligence can support managerial decision making and problem solving in the contemporary business world

2 Recognise the latest technologies, collectively termed business intelligence (BI), tools and models which are available to assist in managerial decision making

3 Appreciate existing business intelligence (BI) principles and practices

4 Acquire a working knowledge of how BI can be effectively integrated into corporate management decision-making processes.

5 Improve conceptual, problem solving, and decision making abilities

6 Improve interpersonal skills through teamwork as well as oral and written communication skills

7 Appreciate the social responsibility, sustainability, ethical and legal issues associated with the integration of BI in enterprises

Course Name: Business Responsibility for Sustainable Development
Instructor: Dr. Paul Norton

This course will explore the relationship between business, society and environment. Understanding the interconnecting economic, social, and environmental issues, actors and processes that shape the dynamic context of business. It will also investigate the drivers, motives and processes of organisational and societal change towards sustainable enterprise.

This course aims to foster a comprehensive understanding of the notions of sustainability and sustainable development. particularly as applied to the development of sustainable and responsible enterprises. The course explores the relationship between business, society and the environment and the challenges presented to business and society by the imperative of sustainability, and seeks to impart an awareness of an awareness of how a properly applied and well governed sustainability agenda can benefit both business enterprises and society as a whole. Students will become familiar with the nature of environmental problems in general and their interrelated environmental, economic, social and political components, and with the current public policy trends and drivers of policy, governance and organisational change for sustainability. The course thus provides the context and lays the foundation for the other courses in the Graduate Certificate by introducing the main concepts, frameworks and issues of sustainability and corporate responsibility for sustainable enterprises.

Course Aims

• The overall aim of the course is to foster a comprehensive understanding of the notions of sustainability and sustainable development – and their interrelated environmental, economic, social and political components – particularly as applied to the development of sustainable and responsible enterprises.

• The course seeks to impart an appreciation of the global importance of sustainability and corporate social responsibility today, as well as an awareness of how a properly applied and well governed sustainability agenda benefits both business enterprises and society as a whole.

• This course thus provides the context and lays the foundation for the other courses in the Graduate Certificate by introducing the main concepts, frameworks and issues of sustainability and corporate responsibility for sustainable enterprises.

• More specifically, the course explores the relationship between business, society and the environment, stressing the interconnection between economic, social and ecological issues and focusing on the actors and processes that shape the dynamic context of business.

• Through its focus on the broader socio-political context of sustainability, the course investigates the drivers, motives and processes of organisational, political and societal change towards corporate responsibility for sustainable enterprise; and identifies the elements necessary for sustainable practices in business enterprises

After successfully completing this course you should be able to:

1 Appreciate and understand the nature of environmental problems today and their interrelated environmental, economic, social and political components.

2 Understand the emergence of sustainable development and sustainability, and the centrality of business leadership and business-government coordination in achieving sustainable development and sustainable enterprise.

3 Identify the benefits for both business and society of adopting an integrated sustainability agenda.

4 Assess and analyse the motives and processes that drive organisational and societal change for sustainable enterprise, and the elements necessary for sustainable practices in business enterprises.

5 Apply this understanding to evaluating the scope for, and promotion of, sustainability processes within their own workplace enterprise.

6 Understand the importance of the corporate responsibility agenda, and appreciate how a robust corporate social responsibility framework enables an enterprise to thrive in a societal framework of enhanced accountability for sustainability.

7 Apply the analytical, problem solving and communication skills promoted and developed in this course to all areas of future study, research and in professional work.

Course Name: Cross-Cultural Management
Instructor: Dr. Marta Sinclair, Mr. Brian Merrett

This course focuses on the techniques of managing in different cultures, in particular on the 'people problems' that invariably arise in international business relationships. It examines sources of management conflict due to cultural differences in attitudes, values and behaviours. The course aims to develop intercultural awareness and effectiveness in global business context, and the successful implementation of strategy, structure and systems in cross-cultural and multicultural management. It also examines corporate and personal ethical behaviour in a global economy. There is a strong emphasis on teamwork in factual case study analysis. The course will introduce students to a formalised method of analysing cross-cultural business management conflicts with the MBI Framework (Map, Bridge and Integrate), outlined in the textbook, in association with Hofstede’s dimensions of culture. Consideration will be given to alternative cultural models. The purpose of this form of analysis is to avoid/resolve matters of conflict in international business and/or multicultural business settings. The main foci of the course are; Intercultural Effectiveness in Global Management, Implementing Strategy, Structure, and Systems and Competing with Integrity in Global Business.

Course Name: Entrepreneurial Innovation Marketing
Instructor: Mr. Simon M'zungu, Mr. Michael Christie

In today's dynamic and fast-moving business world it is vital to be able to maintain competitive advantage through innovation. The study of new product management introduces you to the exciting world of "creative exploration". The course provides a strategic management approach to product innovation, development and ongoing monitoring within a marketing perspective. This course will provide appropriate theories, models and other tools to facilitate improved decision-making in relation to new product management. . Emphasis will be placed on analytical models to integrate the stages of the new product process.

The ability to identify opportunities which exist in the business environment and to develop innovations and new business ventures which take advantage of these opportunities is a valuable skill to develop. This course aims to ensure that you will have the relevant entrepreneurial innovation skills and ability needed in the corporate world, whether employed by an organisation or in your own new business venture.

Through this course you will learn to identify opportunities, initiate, develop and market new innovations. However, innovation does not only refer to new products and venture but is also need to improve or renovate existing ventures. Through seminar participation and completing assessment items, the course aims to develop your analytical and decision-making skills

One seminar is specifically set aside to explore the legal, ethical and corporate social responsibility issues associated with this discipline which will enable students to apply the knowledge and skills developed through the course in a variety of contexts, such as green projects, franchising, community organisations and improving existing business enterprises.

After successfully completing this course you should be able to:

1 Understand appropriate theories, models and other tools to ensure effective entrepreneurial innovation management decisions and to make these concepts relevant to all organisations.

2 Understand the step-by-step processes starting with identifying new product and business venture opportunities through to successful launch in the marketplace.

3 Understand the different types of entrepreneurial innovations which can be undertaken in the marketplace besides new product innovations.

4 Develop a deep understanding of the role business concepts in new product and business venture development.

5 Develop a deep understanding of the role of business models in new business venture development.

6 Develop a deep understanding of and practical skills to prepare business plans for new business ventures and for improving existing business enterprises.

7 Apply the knowledge and skills developed through the course in a variety of contexts, such as green projects, franchising, community organisations and improving existing business enterprises.

Course Name: Environmental Management
Instructor: Dr. Sally Russell

This course develops insight into the scale and nature of emerging environmental challenges and opportunities for contemporary business. Students will understand approaches to environmental management, including processes for carbon management as well as appreciate limits to existing practice and evolving policy contexts, at national and international levels

This course develops insight into the scale and nature of emerging environmental challenges and opportunities for contemporary business. Students will understand approaches to environmental management, including processes for carbon management as well as appreciate limits to existing practice and evolving policy contexts, at national and international levels.

The overall aim of this course is to introduce the key concepts and procedures that underpin contemporary environmental management. A second aim of the course is to provide a practical approach to how managers can go about changing their organisations to become ecologically sustainable.

The course is structured in three main parts:

1. The first part of the course will foster an understanding of the scale and nature of global environmental problems and the opportunities and challenges that these problems pose for contemporary business.

2. In the second part of the course students will be exposed to a range of existing tools that are available for managers to identify, measure, and report on environmental problems.

3. The third part of the course will introduce the ecologically sustainable organisation and outline examples of how organisations are moving towards more sustainable modes of operating. This part of the course will include discussions of environmental attitudes, values, perceptions, as well as practical strategies such as eco-efficiency, biomimicry, and green marketing.

After successfully completing this course you should be able to:

1 Demonstrate their understanding of the scale and nature of environmental problems and the opportunities and challenges that these problems pose for contemporary business.

2 Demonstrate their understanding of the range of environmental management tools available in order to identify, measure, and report on environmental problems.

3 Apply their knowledge of environmental management concepts and procedures in order to analyse and evaluate an environmental problem and make recommendations for improving an organisation.

Course Name: Franchising
Instructor: Professor Lorelle Frazer, Mr. Jason Gehrke

This course introduces students to the role of franchising as a means of distribution of goods and services and applies theoretical frameworks such as agency theory, transaction cost economics and signalling theory to franchising contractual relationships. The business relationship of franchisee and franchisor is also explored in terms of stages of development of the franchising life-cycle and the importance of nurturing the franchising relationship is stressed. Franchise management issues such as franchisee recruitment, selection and training, initial and ongoing franchise support services, franchisee performance monitoring, and franchise fee structures are explored in detail. Franchise development structures such as pilot operations, mobile and home-based franchises, multiple units, multiple systems, multiple concepts, and co-branding are explored. Expansion into international markets is analysed in terms of market entry, preparation, ownership and fee structures, and control of units and brands.

This course aims to equip you with a basic understanding of franchise operations via a combination of theoretical explanations of franchising and practical applications of franchising management issues. Upon completion of this course you should understand the stages of business development required for franchise initiation and expansion.

As a method of distribution of goods and services, franchising is an important area of study for business graduates. As a form of business organisation, franchising is also important in the study of organisational management.

After successfully completing this course you should be able to:

1 Describe the development of franchising and appreciate its contribution to the world economy

2 Understand the theoretical explanations of why franchising occurs

3 Understand the basic legal and ethical framework in which franchising operates

4 Identify various stages of the franchising life cycle and franchising relationship

5 Analyse the management and marketing aspects of sustainable franchise organisations

6 Compare the unique perspectives of franchising from franchisor and franchisee viewpoints

7 Critique currently operating franchise systems in terms of their major challenges

8 Analyse problems in franchise systems and offer conflict resolution strategies; and

9 Identify current and future trends in franchising

Course Name: Global Business Logistics
Instructor: Dr. Ron Fisher

This course provides a study of business logistics in a global context. Business logistics is presented as enabling ethical and socially responsible business. Logistics is an integral part of the business supply chain, and essential to the effective management of goods, services and information. The course includes a focus on logistics in a global environment, logistics innovations, and logistics and the environment. Commencing with an overview of logistics as an essential element of sustainable business, the course then considers logistics systems and finally contemporary issues in logistics management.

Students will receive a thorough grounding in the major business logistics issues involved in achieving sustainable business outcomes for global and Australian businesses. Students will be expected to link theoretical approaches to logistics and supply chain management with examples from the workplace wherever possible. A range of case studies and examples of strategic planning and investment in logistics and supply chain innovations and sustainability initiatives will be presented as part of the course content. Examples from actual project experience of the teaching staff will be discussed in the course program. International best practice will be emphasised in case studies.

On completion of this course, students should understand the major business logistics elements in achieving sustainable business outcomes. Business logistics is presented in a global and Australian context where the role of logistics is a key enabler of business and a critical factor in generating stakeholder value. Students will gain an understanding of contemporary logistics issues such as sustainability, lean and reverse logistics; logistics innovation; managing logistics risks; global logistics; logistics networks; and managing logistics performance.

After successfully completing this course you should be able to:

1 Understand key areas involved in global business logistics such as material and information flows, inventory, asset acquisition and lead time management, modal trends and intermodal issues;

2 Clearly understanding of the logistics of information and technology that supports business logistics such as ERP;

3 Demonstrate understanding of sustainability issues in relation to logistics, environmental and social governance issues especially global climate change impacts;

4 Have a clear understanding of logistics innovation and emerging technological investments

5 Demonstrate understanding of global issues in logistics, increasing productivity and asset performance;

6 Understand issues in managing logistic risks, measurement and risk management strategies;

7 Clearly understand the management of logistics performance and financial management, key performance indicators;

8 Improve performance through lean production and lean logistics, including identifying investment options;

9 Demonstrate a clear understanding of sustainable global business logistics as a holistic business activity that maximises value for logistics firms and users of logistics services.

Course Name: Globalisation and Corporate Social Responsibility
Instructor: Dr. Gustavo Gusman

"The chief aim of this course is to provide students with a thorough understanding of the concept of globalisation and its implications for the pursuit of citizenship in the contemporary world. The impact of recent changes in the world economy and the effects of these on strategic decision-making, production networks and people management are canvassed considering CSR and ethical issues.

Specifically, the course examines various aspects of the globalisation process that are directly related to social, ethical and environmental issues. These include: globalisation and its relationship with de-industrialisation, labour standards, unemployment; food and bio-fuels production as well as the environmental impacts associated with FDI and the exploration of natural resources.

Desired outcomes from the course include a fuller understanding of the processes associated with globalisation and a reasoned appreciation of its costs and benefits. The relationships between the economics and the ethics of globalisation, as well as the CSR challenges to nation States and transnational companies are explored.

By the end of the course students should be able to have a critical understanding of both the global processes and multidimensional effects of global forces. The course is designed for the development of analytical skills, critical judgement and ethical reflection".

After successfully completing this course you should be able to:

1 Identify the continuities and dissimilarities that mark our current economic age from previous ones

2 Develop a familiarity with the effects that globalization is having on a variety of industry sectors

3 Have an appreciation of the benefits and risks associated with globalization

4 Possess an understanding of the effects that globalization is having on the management of people/HRM and upon employment relations

5 Understand and apply corporate social responsibility frameworks in a variety of industry sectors considering heterogeneous global drivers.

6 Develop an understanding of the ethical challenges and apply business ethics concepts in a variety of industries considering the global competing forces.

Pages

Type of Offering

Harvesting the benefits: business action on the Earth Charter
Date: September, 2010

A Conference on corporate and global governance was held as part of the 10th anniversary of the Earth Charter.

Guest speakers:

• Mirian Vilela, Executive Director, Earth Charter International

• Matthew Robinson, Business Development Manager, InterfaceFLOR (Australia)

• Tim Williams, Head of Group Strategy (Sustainability), Westpac.

Workshops:

• Linking up for action: The Earth Charter, Global Reporting Initiative and United Nations Global Compact

• Translating corporate intention into corporate activity: embedding action plans into the DNA of your business

• Leadership for environmental, social and economic sustainability

• Spaceship earth: navigating complexity for a sustainable future

What should business and management schools be teaching?
Type: Public Forum
Date: August, 2010

What role should business and management schools play in providing education that is useful, relevant and timely given the current global situation and addresses the future - a future that presents a significant break from the last 200 hundred years of industrialisation and the institutions and procedures that have developed in the 60 years since the end of World War Two?

If the debate over climate change, the global financial crisis and a series of natural and man-made disasters are not enough to make humanity take stock and know that there has to be a different future then what does have to happen to induce change?

G20 and the evolving architecture of global security governance
Date: July, 2010

Esteemed author and peace researcher Professor Ramesh Thakur, University of Waterloo, Canada, discussed: How is the world governed even in the absence of a world government to produce order, regularity and stability as the norm, and crisis and volatility as exceptions?

The world is interdependent in areas as diverse as financial markets, infectious diseases, climate change, terrorism, product safety, food supply and water tables. The centre of the multilateral order cannot hold if the power and influence embedded in international institutions is significantly misaligned with the distribution of power in the real world.

Easy? Changing business for the sustainable enterprise economy
Type: Workshop
Date: April, 2010

Dr Martin Blake, Head of Sustainability and Environment, Royal Mail, UK. Martin gave a frank and engaging talk on the successes and challenges Royal Mail faced in integrating sustainability principles into their business practices, strategies and culture.

Three Griffith research students also presented their current research in this area:

• Rose Boyd, Senior Sustainability Consultant, ArupSustainability

• Judith Singleton, Senior Project Officer, Medication Services Queensland Health

• Deniese Taylor, Corporate Advisor, Mitchell Group

Responsible investing: Where the rubber hits the road
Date: April, 2010

The Principles of Responsible Investing (PRI) launched by the United Nations Secretary-General in 2006, sought to bring environmental, social and corporate governance (ESG) concerns into mainstream investment practices. The PRI aims to ensure that asset owners, asset managers and related services who are signatories to the Principles ‘walk-the-talk’. The seminar examined the state-of-play in responsible investment and future directions for the responsible investment movement.

Guest speakers:

• Professor Michael Drew and Dr Robert Bianchi, Department of Accounting, Finance and Economics, Griffith University

• Philip Greenheld, Senior Manager, Policy and Operations, QSuper

What should business and management schools be teaching?
Type: Workshop
Date: August, 2010

The purpose of this public interactive workshop was to share ideas about motivations, challenges and resources in relation to teaching sustainability in business and management schools.

Workshop participants included academic staff from local universities, students and business professionals.

The workshop was linked to the Principles for Responsible Management Education and was facilitated by:

• Dr Ray Hibbins, Learning and Teaching, Griffith University

• Professor Michelle Barker, Griffith Institute for Higher Education, Griffith University

Thinking systems, sustainability and corporate responsibility
Type: Public Forum
Date: November, 2010

The premise of this forum was that the only way to understand sustainability is to think systems. And the only way to make decisions about sustainability is to think complexity. And the best way to understand corporations is to think complex adaptive systems.

There are many people who believe that the solution to the imperatives that face humanity are to be found in raised consciousness. And this will only be made real if we can embrace the connections between things, ideas and states of being.

2010 Asia Pacific Academy of Business in Society Annual Conference
Date: November, 2010

This conference reflected lessons learnt and being learned from the global financial crisis, from the climate change prognosis, and from rethinking global governance. Given the birth of the G20 group of nations, the inexorable diffusion of economic power to the Asia Pacific region, and the rise of new organisational forms and business models, the conference was particularly timely and relevant.

Guest speakers included:

The Ministry of Economy, Trade and Industry, Japan

Unilever

Ernst and Young

Sompo Japan Insurance

Starbucks

United Nations University,

University of Tokyo

UK Royal Mail

The Homeless World Cup

University of Honolulu

China Europe International Business School.

Asia Pacific Academy of Business in Society Annual Conference 2009
Date: November, 2009

The conference took a forward perspective on partnerships between business, government and society and how each plays a role in addressing the key development challenges of the future.

The conference attracted delegates from around the world representing government departments, industry, NGOs and SMEs.

Conference themes included the following:

• Sustainability in the face of Global Financial Crisis

• Extreme weather events and the impact on the Earth’s scarce resources

• Corporate social responsibility, governance and ethics

• Responsible investment

• Environmental, social and governance challenges and opportunities

Shaping and sustaining the corporate responsibility movement
Type: Workshop
Date: June, 2010

Professor Sandra Waddock from Boston College, USA, one of the world's leading minds in business management and sustainability, presented a research seminar on corporate responsibility. Sandra discussed the emergence of corporate responsibility and the people behind it - the difference makers. The presentation was based on her best-selling book The Difference Makers: How Social and Institutional Entrepreneurs Created the Corporate Responsibility Movement (Greenleaf Publishing 2008).

The future of fashion: Quality and style when the world matters
Date: November, 2010

This seminar explored the challenges and opportunities for transitioning the fashion industry towards sustainability, with guest presentations from:

• A/Prof Jem Bendell, Asia Pacific Centre for Sustainable Enterprise

• Prof Tony Fry, Queensland College of Art

• Kelley Sheenan, founder and editor of Peppermint

• Nick Savaidis, founder of Etiko

The 10th Anniversary of the United Nations Global Compact
Date: June, 2010

June 2010 saw the 10th anniversary of the United Nations Global Compact (UNGC), the world’s largest voluntary corporate and sustainability initiative. The UNGC seeks to align business operations and strategies with ten universally accepted principles in the areas of human rights, labour, environment and anti-corruption. This seminar elaborated on the state-of-play surrounding the integration of the UNGC principles, the emerging sustainable enterprise economy, and linkages to other global sustainability initiatives.

Guest speakers:

• Susan Forbes, United Nations Association of Australia

• Rosemary Sainty, Australian UNGC Network

• Bill McCredie, Allens Arthur Robinson

• Fiona Nicholls, Rio Tinto

• Professor Sandra Waddock, Boston College, USA

Pragmatism and stakeholder theory
Type: Workshop
Date: October, 2010

Visiting academic and author Professor Ed Freeman, Darden School of Business, University of Virginia, facilitated this workshop where he connected recent work in stakeholder theory to the philosophical tradition known as 'pragmatism'.

He suggested that there are many current dichotomies in the organisation and management field, especially around research methods, that are in need of revision. In particular, how 'normative', 'descriptive' and 'instrumental' are connected and that facts and values are entangled, and it is dangerous to try and disentangle them.

Responsible capitalism
Date: October, 2010

In this public lecture, eminent academic and author Professor Ed Freeman from Darden School of Business, University of Virginia, discussed how we need a new story about capitalism that puts values at the centre. A story where we see the role of responsibility, sustainability, values and ethics, on par with and in addition to profits.

Renewable energy targets and living off the grid
Date: September, 2009

The Expanded Renewable Energy Target (RET) requires electricity retailers to purchase 20% of their power from renewable sources by 2020. The RET will require a $20 billion investment in renewable technologies, and will lead to fundamental changes to the supply-side structure of the electricity supply industry.

• Dr Paul Simshauser, Chief Economist AGL Energy, explored the theme Challenges and Opportunities associated with the 20% RET.

• Mark David-Tooze, from eco-business Envirosax (re-useable shopping bags) discussed his latest environmentally friendly endeavours and how he and his family live independently ‘off the grid’ when addressing 'The trials and tribulations of living off the grid'.

Reflecting on the lessons from Copenhagen and the way forward
Date: February, 2010

The seminar discussed some of the comments made at the UN Copenhagen Climate Conference including discussions on potential ways forward:

"the way world leaders negotiate climate change needs to be reformed"..."there must be reform of the international institutions in which climate change is discussed"..."never again should we let a global deal to move towards a greener future be held to ransom by only a handful of countries".

Guest speakers:

• Professor Jean Palutikof, Director, National Centre for Climate Change Adaptation Research Facility

• Andrew Peterson, Executive Director, Sustainability and Climate Change PricewaterhouseCoopers

Career Services

The MBA program incorporates corporate social responsibility, ethical business practices and/or environmental management into its career development initiatives in the nature of the course assignments, guest and industry speakers and through the seminar series in collaboration with the Asia Pacific Centre for Sustainable Enterprise (APCSE).

The Griffith University Chapter of Net Impact, which was established in October 2010, will be running joint meetings and networking events with the MBA program on a regular basis commencing in 2011. The Griffith Chapter has received very strong industry support for its establishment and is expected to continue to provide MBA students with opportunities to engage on issues of responsible management practices.

Through its Honours pathway, the MBA program provides opportunities for students to undertake research projects related to corporate social responsibility, sustainability and ethics. In 2010, three MBA students undertook research projects in these areas in collaboration with the APCSE.

Centre of Excellence in Policing and Security
Business School Housing? No
Number of Faculty: 25
Contact Name: Simon Bronitt
Contact Email: s.bronitt@griffith.edu.au

Established on 1 January 2008, the Australian Research Council (ARC) Centre of Excellence in Policing and Security (CEPS) is a major research partnership between The Australian National University, Griffith University, The University of Queensland and Charles Sturt University. The Centre also brings together a range of industry partners that are committed to innovation and evidence-based research in policing and security.

The Centre's goal is to gain a better understanding of the origins, motivations and dynamics of crime and security threats. Its objectives are to create significant transformations in crime, crime prevention and security policies, and to bring about evidence-based reform in the practices of policing and security to enhance Australia's social, economic and cultural wellbeing.

Australian Rivers Institute
Business School Housing? No
Number of Faculty: 78
Contact Name: Prof. Stuart Bunn
Contact Email: s.bunn@griffith.edu.au

Our mission is to do world-class science that improves our understanding of catchment, river, estuarine and coastal ecosystems; to provide a creative and collaborative environment that fosters the next generation of ecosystem scientists; and to provide the knowledge to support the sustainable use and conservation of the world’s natural resources.

As the global population becomes increasingly urbanised and human demand for water escalates, pressure is mounting on our freshwater resources and the ecosystems that they sustain.

The sustainable management of water resources and the protection of riverine and coastal ecosystems demands an integrated and coordinated approach that draws upon a range of scientific disciplines, including the social sciences.

The Australian Rivers Institute at Griffith University is actively leading research in sustainable water resource management with Australia's largest group of university-based scientists specialising in river, catchment and coastal research and education.

Centre for Tourism, Sport and Service Innovation
Business School Housing? Yes
Number of Faculty: 44
Contact Name: Dr Beverley Sparks
Contact Email: b.sparks@griffith.edu.au

The Centre for Tourism, Sport and Service Innovation acts as a focal point for innovative, quality research in tourism, sport, and service innovation.

We aim to become a leading research centre internationally with a focus on tourism, sport and service innovation management.

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Aboriginal-mining company contractual agreements in Australia and Canada: Implications for political autonomy and community development
Author(s): Ciaran O'Faircheallaigh

The negotiation of contractual agreements between Aboriginal communities and mining companies is now standard practice in Australia and Canada and increasingly common in developing countries. The widespread use of such agreements indicates that they offer significant economic and social opportunities. However, such agreements also raise major issues for Aboriginal relations with other political actors and institutions, including government, environmental groups, and the judicial system. The paper considers these implications and identifies strategies to address them and so maximize the contribution of contractual agreements to community development.

Journal Title: Canadian Journal of Development Studies Volume: 30 Edition: 40575 Page Numbers: 69-86
An analysis of workplace representatives, union power and democracy in Australia
Author(s): David Peetz

The purpose of this article is to illuminate the views and experiences of workplace representatives in Australia in the context of falling union density, and to analyse factors that are most strongly associated with subjective union power at the workplace level, as perceived by delegates. The analysis relies on a large random survey of workplace delegates in eight significant Australian unions. The article describes the situation broadly facing delegates as shown by the survey and analyses a set of factors associated with the power of workers as perceived by delegates. We find that higher levels of reported activism among delegates are strongly associated with greater subjective union power. We also find that self-reported delegate confidence is also strongly associated with perceptions of higher union power, as is delegate's clarity about their roles. The data also show a strong association between perceptions of democracy within the union and union power. Support for delegates from the union office and organizers is also associated with higher levels of union power at the local level. The analysis provides some support for union renewal strategies associated with the 'organizing model' as applied in Australia and some other Anglo-Saxon countries that aim to increase the activism of workplace delegates through education, the provision of support for workplace delegates and more democratic union structures.

Journal Title: British Journal of Industrial Relations Volume: 47 Edition: 4 Page Numbers: 623-652
Analysis of management narrative to understand social marketing strategy: The case of ‘Branding Logan City’
Author(s): David Russell; Margaret Hume

This paper presents a unique city branding case applying narrative analysis to the marketing manager’s account of his long running campaign to brand Logan City. The analysis finds that the campaign has many of the hallmarks of social marketing, but focuses strongly on citizen’s positive self image and social capital development. Elements of city branding are employed but the approach is ‘self directed’, rather than the usual approach of ‘other directed’. The desired outcomes are a positive self and community image laying the foundation for a community confident to undertake various economic development tasks. Implications for social marketing theory and management and future research are discussed.

Journal Title: Australasian Marketing Journal Volume: 17 Edition: 4 Page Numbers: 232-237
Anti-consumption as part of living a sustainable lifestyle: Daily practices contextual motivations and subjective values
Author(s): Helene Cherrier

This research examines anti-consumption practices, motivations and values within attempts to live a more sustainable lifestyle. Sixteen women were interviewed and from their narratives, anti-consumption for sustainability was found to be practiced via acts of rejection, reduction and reuse. In addition, practices of anti-consumption for sustainability are constructed through the collaboration between the needs of the individual and the needs for environmental preservation. This perspective moves sustainable consumption away from a rational information processing and environmentally motivated choice to incorporate various subjective and individualistic needs and values. Hence, the challenge for sustainable marketers is to position sustainable practices along side self interested notions such as independence, beauty, quality or value for money.

Journal Title: Journal of Consumer Behaviour Volume: 9 Edition: 6 Page Numbers: 437-453
Assessing dimensions of organizational trust across cultures: A comparative analysis of U.S. and Indian full service hotels
Author(s): Prakash Chathoth

This study delves into the organizational trust based similarities and differences across “individualist” and “collectivist” service employees in hotels. Specifically, the three dimensions of organizational trust, i.e., integrity, commitment and dependability are compared across the two samples from the U.S. and India to highlight how employees perceive the level of each of the three dimensions across cultures. Findings suggest that the three dimensions represent the trust construct across different national cultures. However, in comparing the individual dimension of the trust construct, a significant difference exists between the perceptions of employees in the two cultures, suggesting that perception-based differences exist across cultures

Journal Title: International Journal of Hospitality Management Volume: Edition: Page Numbers: 1-10
Assurance of sustainability reports: Impact on report users' confidence and perceptions of information credibility
Author(s): Jenny Stewart

This study examines whether (1) assurance, (2) the level of assurance (reasonable vs limited) and (3) the type of assurance practitioner (accountant vs specialist consultant) affect users' perceptions of reliability of sustainability reports. Based on an experimental questionnaire, we find that the provision of assurance improves perceived reliability of the environmental and social information. There are no significant main effects for both the level of assurance and type of assurance practitioner. However, a significant interaction is found between these two experimental factors and report users' perceptions of reliability of such reports. More specifically, report users place more confidence in sustainability reports when the level of assurance provided is reasonable (that is, high but not absolute), and when such assurance is provided by a top tier accountancy firm, compared to when the assurance is provided by a specialist consultant. No such difference is found when the level of assurance provided is limited for either type of assurance practitioner group. The results of this study thus highlight the relevance of assurance for sustainability reporting.

Journal Title: Australian Accounting Review. Volume: 19 Edition: 3 Page Numbers: 178-194
Beyond corporate responsibility: implications for management development
Author(s): Malcolm McIntosh; Sandra Waddock

Since the mid-1990s we have witnessed the rise of numerous constructive and positive activities aimed at developing or enhancing corporate responsibility and corporate citizenship as well as anti-globalization and anticorporate activism. And, of course, in 2008, we witnessed the meltdown of financial markets and numerous financial institutions as well as some major companies teetering on the brink of collapse. What is actually needed to create the world that many people want to live in may in fact be a new relationship between business and society, that is, new ways of looking at the corporation and its role in society, both in practice and in management education? We will argue that some initiatives, such as Corporation 2020, have already begun to explore these issues by taking a more holistic perspective on different purposes and roles of the corporation in the future. Management education, which has been severely criticized in the aftermath of the economic crisis, has an important role to play, but in a changed form. Implications for leadership and management education include the need to shift cognitive, moral, and emotional levels of development, renewed emphasis on balance both individually and socially, a less is more sensibility, a holistic systems perspective, and shifting the purpose of the firm to encompass not just shareholder needs, but also societal, stakeholder, and ecological needs and interests. In this article we explore some of the ways in which these attributes might be engendered in future leaders, at least in those management development and education programs interested in fostering a new wave of progressive leadership in management for the future.

Journal Title: Business & Society Review Volume: 114 Edition: 3 Page Numbers: 295-325
Business as Usual? Responding to the GFC on the Gold Coast
Author(s): Paul Burton

The nature and causes of the current global crisis continue to generate substantial debate, including over whether it is primarily a financial crisis, an economic crisis, a crisis of political legitimacy or some combination of all. While the roots of the crisis may well lie in the rapid expansion of an unsustainable financial regime it clearly became a more wide ranging economic crisis, posing substantial challenges to the financial rectitude of many governments and to the legitimacy of at least some superficial aspects of the capitalist mode of production.

Journal Title: Journal of Australian Political Economy Volume: 64 Edition: Page Numbers: 188-198
Compassion without action: Examining the young consumers consumption and attitude to sustainable consumption
Author(s): Margaret Hume

The concept of developing sustainable consumption practices has been a factor for discussion within academic literature for nearly half a decade. Many have argued the consequences of unmonitored consumption practices within a ‘throw-away’ society would lead to environmental, social and economic degeneration. With consumption no longer hindered by global boundaries, there is an emergence of a common class of people within society consuming in vast amounts, over great distances from one another, and reaps irreparable environmental damage. The onus of developing sustainable practice is no longer the sole responsibility of economies of affluence and specific segments of our economy but has become the responsibility of all stakeholders. Using a triangulated qualitative approach, the aim of this research is to advance our understanding and definition of sustainability in the key stakeholder group: The young consumers, Y generation. The research will focus on understanding their consumption footprints and their view of the notion of sustainability. Implications for social changes, policy and practice will also be presented.

Journal Title: Journal of World Business Volume: 45 Edition: 4 Page Numbers: 385-394
Corporate Governance and Company Performance in Australia
Author(s): Jenny Stewart

This study tests whether the adoption of Australian best practice corporate governance recommendations is associated with financial performance measured by return on assets (ROA) and Tobin's Q. Results suggest that recommended corporate governance structures relating to the adoption of board sub-committees are sound policy recommendations that enhance performance using the accounting measure ROA and the market-based measure Tobin's Q. In contrast, the emphasis on board independence guidelines, specifically having outside independent directors, has a negative impact on ROA and Tobin's Q. However, there are conflicting significant results between the accounting and market measures for having a dual CEO/chairperson and board size.

Journal Title: Australian Accounting Review. Volume: 20 Edition: 4 Page Numbers: 372-386
Creating sustainable practice in a museum context: Adopting service-centricity in non-profit museums
Author(s): Celeste Alcaraz

The main purpose of this study is the identification of issues from a consumer perspective that can assist in the creation of sustainable museums. This work specifically focuses on customer research including the service encounter experience. It has been suggested museum sustainability is questionable in the long term, with a need for fundamental change in the mental modes and attitudes assumed in the management of the sector, in particular the need for more effective and appropriate marketing strategies. Adopting a qualitative research approach, twenty consultant customers kept a service encounter diary and were subsequently interviewed in-depth. These scripts were analyzed thematically until theoretical saturation was achieved. Findings indicate many issues focusing on the creation of reflective spaces, self-paced consumption, solitude versus social exchange, the need for supplementary service to be more effectively developed, improvement in non custodial servicescapes and the relationships of satisfaction to process and amenities. Implications for management and research have been highlighted.

Journal Title: Australasian Marketing Journal Volume: 17 Edition: 4 Page Numbers: 219-225
Critical incidents of partnership: five years’ experience at NatBank
Author(s): Adrian Wilkinson

Despite a rich partnership literature in the UK, relatively little is known about the processes of decision making under partnership regimes. This study examines the first five years of a high-profile agreement in a British retail bank. Inspired by critical incident technique, this article explores the way key issues such as globalisation, offshoring, and work organisation were handled and decisions were made. It is argued that one cannot fully understand the outcomes without exploring both the context and process in detail. Benefits for management, unions and employees are also explored, and some of the main challenges to partnership are considered. The article suggests that partnership requires a clear understanding of the purpose and the rules of engagement, and highlights a possible gulf between academic and actor expectations. It also highlights the importance of exploring the partnership processes and reveals evidence of the dialogue exerting a moderating effect over decision making, with management, union, and employee actors all in favour of the collaborative partnership approach.

Journal Title: Industrial Relations Journal Volume: 49 Edition: 4 Page Numbers: 382-398
Current status of CSR in the realm of supply management: the case of the Korean electronics industry Current status of CSR in the realm of supply management
Author(s): Ki-Hoon Lee ; Ji-Whan Kim

The purpose of this study is two-fold: to survey research on supply management and corporate social responsibility (CSR) reported over the past two decades; and to carry out an empirical study of the current status of supply management and CSR in the Korean electronics industry. Companies today face a growing number of restrictions from national legislations and international standards influencing the environment, labour standards, and human rights issues. Within the Korean electronics industry as a whole there appears to be consensus that it is not easy being “socially responsible”. Vague notions about CSR issues for supply management practices have not provided suppliers with adequate guidance as they seek to improve their performance vis-a` -vis company standards. The development of evaluation standards to assess suppliers can be a critical factor in improving a firm's performance. Another critical factor is documenting all CSR activities for external requirements such as auditors. Originality/value – This study is the first empirical attempt to explore CSR adoption and implementation in supply management in the Korean electronics industry.

Journal Title: Supply Chain Management Volume: 14 Edition: 2 Page Numbers: 138-148
Development and validation of a unifactorial measure of citizenship performance
Author(s): Arthur E. Poropat; Liz Jones

Citizenship Performance has long been accepted as an important aspect of performance, but there has been little consensus on how best to measure this construct. Previous measures have assessed as many as five sub-factors, yet recent meta-analyses have indicated that citizenship is largely unifactorial. At the same time, none of the previously developed unifactorial Citizenship Performance scales have been adequately validated. Consequently, this article reports the development of a unifactorial measure of Citizenship Performance, which was found to have good criterion validity. The unifactorial scale also had superior convergent and divergent validity, and better internal factor structure, than the commonly-used Job Dedication and Interpersonal Facilitation scales, developed by Van Scotter and Motowidlo (1996).

Journal Title: Journal of Occupational and Organizational Psychology Volume: 82 Edition: 4 Page Numbers: 851-869
Do stock investors care about corporate sustainability? Evidence from an event study
Author(s): Adrian Cheung

This paper analyzes the impacts of index inclusions and exclusions on corporate sustainable firms by studying a sample of US stocks that are added to or deleted from the Dow Jones Sustainability World Index over the period 2002–2008. The impacts are measured in terms of stock return, risk and liquidity. We cannot find any strong evidence that announcement per se has any significant impact on stock return and risk. However, on the day of change, index inclusion (exclusion) stocks experience a significant but temporary increase (decrease) in stock return. Liquidity deteriorates after the announcement day and bounces back significantly near the day of change. Systematic risk shows little change after announcements. But, idiosyncratic risk is higher after announcements. The overall results support Harris and Eitan’s (The Journal of Finance 41(4), 815–829, 1986) price pressure hypothesis, which posits that event announcement does not carry information and any shift in demand (and hence the corresponding price change and liquidity change) is temporary.

Journal Title: Journal of Business Ethics Volume: Edition: Page Numbers:
Effectiveness in social impact assessment: Aboriginal peoples and resource development in Australia
Author(s): Ciaran O'Faircheallaigh

Definitions of and judgments regarding effectiveness in social impact assessment (SIA) depend on how the purposes of SIA are understood. They are defined differently by various interests that participate in, or are affected by, impact assessment processes, and the concept of 'effectiveness' and the issue of what is required to achieve it are both contested and contextual. This article reviews a number of different approaches to SIA and outlines what effectiveness might mean for each. It then considers, at two levels, what 'effective SIA' involves in the context of large-scale resource development on Aboriginal land in Australia. The first level involves control of SIA. For indigenous peoples who have historically been excluded from and ignored by SIAs undertaken as part of government approval processes, Aboriginal control is an essential prerequisite for 'effective SIA'. However, control only creates the potential for effectiveness. The second level of analysis involves the practical activities that must be undertaken, and issues that must be addressed, to realize this potential. The author develops a matrix designed to help identify and manage these activities and issues in a systematic way.

Journal Title: Impact Assessment & Project Appraisal Volume: 27 Edition: 2 Page Numbers: 95-110
Emissions trading, wealth transfers and the wounded bull scenario in power generation
Author(s): Paul Simshauser

Electricity generators accept that emissions trading is fundamental to meeting CO2 reduction targets. But unless a percentage of permits are allocated, existing generators will face non-trivial wealth transfers. Seldom contemplated in academic works are the adverse economic consequences of an all-auction approach to emissions trading. Using Victoria to illustrate, we find that once CO2 prices exceed $17.50/t, the marginal coal generator facing large wealth transfers will withhold generating capacity to raise prices and recoup stranded investments, thus becoming a 'wounded bull' in the market place. This has material welfare implications with modelling results indicate an intermediate-run 300 per cent increase in wholesale power prices

Journal Title: Australian Economic Review Volume: 42 Edition: 1 Page Numbers: 64-83
Emotional intelligence in teams: Development and initial validation of the short version of the Workgroup Emotional Intelligence Profile (WEIP-S)
Author(s): Peter Jordan; Sandra Lawrence

Research reveals that emotional intelligence is an important factor in predicting performance in teams. In this article, we initially outline a theoretical model for examining emotional intelligence in teams. Using this model, we test a short version (16 items) of the self-report Workgroup Emotional Intelligence Profile (WEIP). Evidence from three studies supports this model. Two samples of 620 and 217 employees support the hypothesized structure of the WEIP-S. Four distinct constructs were derived: Awareness of own emotions; Management of own emotions; Awareness of others' emotions; and Management of others' emotions. The WEIP-Short Version (WEIP-S) scale, therefore, is based on abilities that are vital during the interaction of team members. Data from 99 employees provide evidence of test–retest stability for the WEIP-S across three time periods. Limitations and potential uses in management research for this short-version scale are discussed

Journal Title: Journal of Management and Organization Volume: 15 Edition: 4 Page Numbers: 452-469
Enhancing brand preference through corporate social responsibility (CSR) initiatives in the Thai banking sector
Author(s): R. Chomvailuluk; Ken Butcher

The purpose of this paper is to investigate the efficacy of three corporate social responsibility (CSR) initiatives on brand preference in the Thai banking sector. Design/methodology/approach - A 2 × 2 × 2 between subject experimental design was used to test the hypotheses in a bank setting. Three CSR initiatives were tested against a predictor variable of perceived brand quality and moderated by age, CSR predisposition and cultural values. The CSR initiatives comprised commitment to CSR; type of CSR programme; and transparency. Written vignettes disguised as press releases by the bank were used as stimulus materials and a survey completed by 219 consumers in Thailand. Findings - Overall, all three CSR initiatives had a modest but significant effect on brand preference. The level of influence varied according to age, CSR predisposition and cultural values. While older customers placed more emphasis on perceived brand quality overall it was also found that the type of CSR programme could significantly affect brand preference. In those groups high on the cultural value of individualism, commitment to CSR was found to be a strong contributor to brand preference. Similarly in those groups with a high power distance, brand preference was more influenced by CSR initiatives. Research limitations/implications - While CSR initiatives make modest improvements to brand preference overall, more substantial impacts occur under situational conditions. Discovering and exploiting such situations is critical to any firm making substantial investments in CSR. Practical implications - The differential impact of CSR initiatives on brand preference highlights the importance of carefully targeting stakeholders to optimise CSR investments. Communication strategies need to ensure that the appropriate message is designed for particular audiences. Originality/value - A specific dependent variable of brand preference is used in this study, together with three specific CSR initiatives and three moderating influences. In addition, perceived brand quality is utilised as a benchmark variable to test the strength of CSR initiatives.

Journal Title: Asia Pacific Journal of Marketing and Logistics Volume: 22 Edition: 3 Page Numbers: 397-418
Establishing additionality: fraud vulnerabilities in the clean development mechanism
Author(s): Michael Drew

Purpose: This study explores the Clean Development Mechanism (CDM) which creates carbon credits from emission abatement projects in developing economies. The purpose of this paper is to examine the operation of the CDM with specific reference to fraud vulnerabilities regarding the additionality of a project. An examination of the process of establishment, certification and verification of additionality (confirmation that emissions post-implementation of the CDM project are lower than those that would have occurred under the most plausible alternative scenario) is used to highlight the need for particular vigilance in respect to sustaining and improving the integrity of future market-based mechanisms post-Kyoto. Design/methodology/approach: The study takes a case study approach, examining the CDM project cycle and associated key entities. Findings: The study posits that the processes associated with establishing and verifying additionality of a project are potentially key areas of systemic weakness that must be addressed. This case study explores the design features of the CDM that may afford greater opportunities for fraudulent or deceptive practices. Originality/value: The CDM takes a project-by-project approach to establishment, verification and certification of additionality. Whilst conceptually this design may be appropriate from an operational perspective, it potentially provides opportunities for fraudulent outcomes. The individualised approach is, by its very nature, highly resource-intensive and inherently difficult to verify.

Journal Title: Accounting Research Journal Volume: 23 Edition: 3 Page Numbers: 243-253

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