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U. of Exeter Business School

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U. of Exeter Business School
Rennes Drive
Exeter, , DY12 2PG
United Kingdom
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Demographic Information

Number of full-time MBA students (2011): 

39

Number of part-time MBA students (2011): 

10

Total duration of full-time MBA program: 

12 months

MBA faculty (Fall 2010): 

159

Females as percent of student body: 

56%
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 (68%)
 
Non-profit (14%)
 
Government (18%)


Description of MBA Program: 

The One Planet MBA at Exeter seeks to develop in managers the values, mindsets, knowledge, understanding and leadership skills needed to develop and drive sustainable business strategies in a rapidly changing natural, financial, social and global market environment.  Our approach is unique in that we have chosen to partner with one of the world’s largest and most respected environmental organisations (WWF) and a range of corporate organisations in order to engage our students at the cutting edge of business, social, ethical and environmental management.  Our MBA will develop ‘planet-minded’ individuals who have a deep understanding of the challenges we face. Our MBA is global in outlook and students will learn alongside managers from many different countries. We will develop the student’s ability to innovate, to think and act strategically and to lead others and organisations through change. We place an emphasis on tools, techniques and practical application and we will inspire you to become masters of business action.



Before any consideration of business, our programme begins with an examination of sustainable development and the challenges businesses face in terms of resource depletion, climate change, pollution, population growth, excessive consumption, financial crises and also poverty in the developing world.   We explore the causes, the implications for business and potential solutions and we develop the mindset and values necessary to respond and make a difference.   We then develop students’ understanding of the core business disciplines but within this new global context.  Our core module on marketing, for example, focuses as much on achieving behaviour change as it does on the marketing of products and services.  Our core module on accounting, for example, extends students’ skills beyond conventional financial analysis and into integrated social and environmental reporting.     



In the second phase of the programme we focus on what future business leaders need to ‘do’ in order to develop more sustainable strategies, and this includes a major focus on strategic thinking, innovation, governance and leadership.  Uniquely, we incorporate WWF’s highly-acclaimed One Planet Leaders course as part of the programme – a course which brings major companies into the classroom to discuss and explore how they are responding to the emerging social, ethical and environmental issues.   We also require our students to engage with companies and to undertake a major consultancy assignment in order to explore first-hand how companies can innovate to develop more sustainable strategies.  Innovation and leadership are key to the programme.  



In the third phase of the programme, our students specialise in particular areas of business, ethics or the environment.  We create ‘learning spaces’ where students immerse themselves in an intensive examination of specific issues.  These spaces are not always on campus and include, for example, a period of study in another country.  In 2011 our students have the opportunity to travel to Mexico to experience the challenges of business in a very different context.  Specialist module choices are wide and varied, and include advanced aspects of leadership, international finance, social or commercial entrepreneurship, sustainable supply chain management, and even biometrics.  This latter module engages students directly with the environment and explores how nature can be a source of inspiration for innovation in products, services and even organisational structures.  As the final part of the transformational journey through our MBA, we challenge our students with a major individual project - working within an organisation or undertaking a consultancy assignment in the UK or overseas.   This project spans a three month period and focuses on how the organisation can change its strategy to address social, ethical or environmental issues.  The project helps students to apply their learning in a practical context and it also helps to link students to the type of company they may wish to eventually join.  



Our programme is small and personal and aims to prepare each student for the leadership challenges they are likely to face in the new, complex and changing business environment.  We ensure a diverse class to maximise cross-cultural learning and we seek to develop a sense of community and a shared vision.  We encourage students to take a creative, worldly, collaborative, responsible, ethical, critical, reflective and action-oriented perspective to leadership.  Students work with tutors and coaches throughout the programme to ensure that these skills are developed and refined through practical experience.  We expect our planet-minded students to enter or re-enter business equipped in such a way that they can lead and achieve change with immediate effect.



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

The University of Exeter is committed to the principles and practice of sustainability and corporate social responsibility throughout the institution, as outlined in our Environmental Sustainability Policy which was published in July 2009.  This includes through our research, teaching and the way we run our organisation, our buildings, our campus and how we interact with our market and our environment.  We are committed to the highest principles of corporate social responsibility and have engaged in the Business in the Community (BITC) Environmental Social Responsibility Index process to help monitor our progress.  Since 2007, we have been involved in projects through the ‘Universities that Count’ scheme to benchmark ourselves against a range of CR metrics.  Community Action, the volunteering arm of the Students’ Guild, boasts the highest number of student-led volunteering projects in the UK.  



Our research into the causes and consequences of environmental change, and especially climate change, is world leading.  We have a growing reputation as a centre of excellence for cross-disciplinary research on energy policy, climate change, sustainable futures, ecology, conservation and renewable energy.   Seven of our lead academics have contributed chapters to the forthcoming  report on climate change: the 5th Assessment Report (AR5) of the Intergovernmental Panel on Climate Change (IPCC). This document will guide governments and businesses across the globe on policies to tackle many of the environmental problems we are facing.  



In our teaching, we are committed to equip all graduates with an understanding of both the scientific, human, social and cultural issues which are involved in sustainability and to equip them with the skills for a ‘greener’ economy and the imagination to provide solutions for a sustainable society. We are continually looking to enhance the opportunities for students to learn about major global challenges in the areas of energy, food and water security, climate change ,  biological diversity and climate change in a way that is meaningful to the different disciplines . We are also promoting innovative interdisciplinary learning through the Big Dilemmas project that seeks to tackle complex global challenges.   We have -sustainability-focused flagship programmes and modules in all Colleges, for example the One Planet MBA.  Students can also get involved in extra-curricular initiatives through the 'Campus as Living Laboratory' where they have the opportunity to learn from sustainability practice and research on campus, and through various community and business engagement projects.  



We are implementing a wide range of policies and practices to ensure our activities are sustainable. Our commitment to sustainability is evidenced by our challenging target of reducing our emissions of CO2 by 2% year-on-year during a period of considerable growth in our activities. Our target is to reduce CO2 emissions by 60% by 2050. Since 2005/06 we have reduced our carbon dioxide emissions by 15%.  We are investing in the latest energy and water management technology, and upgrading buildings and equipment to reduce energy consumption and emissions.  Water consumption has been reduced by over 40% since 2005 through repairing leaks and installing electronic urinal flush controls.  



When constructing new buildings we use BREEAM as a tool to address the environmental impact.  Our new Innovation Centre achieved an ‘Excellent’ BREEAM rating as well as the Building of the Year Award from the Forum of the Built Environment (FBE) and the new Forum building will also achieve BREEAM excellence.  Sustainability was also a key principle we adopted in the development of our Masterplan.



We promote biodiversity and we implement wildlife and countryside preservation extensively across our campus (including protecting valuable habitats and badger sites, reducing pesticides and introducing eco-strips close to streams and woodland).  Alumnus and TV Presenter Nick Baker launched the University’s first Bioblitz as part of the Birds and Bees campaign.  This campaign is collaboration between academic specialists in biodiversity, grounds staff, students and Devon Wildlife Trust.  A graduate has been appointed to develop habitat enhancement plans for the site.



Our sourcing policies reduce our impact on the environment through the products we buy.  We have full Fair-trade status and we select suppliers on criteria which includes their CSR practice.  We also have a sustainability procurement policy and strategy and engage with suppliers to help them improve their environmental performance.



We have a Waste and Resource Strategy which commits the University to reduce waste arisings by 1% year-on-year and achieve a 45% recycling/composting rate by 2015.  We have joined the nationwide Recyclezone project and have invested £20,000 in new recycling facilities across our Exeter campuses.   We have a range of specific initiatives including the Student Reuse Project (Valpak Award Winner in 2008) which diverts items that students no longer need at the end of the academic year.  This is made available to students the following year and local charities.



We also have a sustainable travel plan, which includes a commitment to improving transport options, reducing car travel and increasing access to public transport and cycling.  This is delivered by our full time Travel Plan and supported by an annual £120,000 budget, which is ring fenced from car parking charges. Over £100,000 has been invested in new high quality cycle parking facilities.  As a result of our initiatives, only 35% of our staff drive to the University alone in a vehicle.  This demonstrates that our travel plan has been effective, and is an exemplar in the region.



Engaging with staff and students is key to reducing our environmental impact.  We were one of 20 Universities  to be selected to join a flagship greener lifestyles programme. Called ‘Degrees Cooler – Greening universities and beyond through behaviour change’.  Through this project we have “greened” 25 departments, reaching over 700 members of staff and have delivered real change at a local level.



As a university, we have been awarded a First Class Award for environmental performance in the People & Planet Green League Table for the last two years. We are one of the first 10 UK universities to be awarded the Carbon Trust Standard, and in 2010 we were shortlisted for the Green Gown Award for achievements in carbon management.  We also have Phase 3 of the Acorn Environmental Management System for Campus Services which provides an externally verified framework for our environmental sustainability activities.

Academic Department

Course Name: Accounting
Instructor: David Kollitz, Alan Benson

This module provides a holistic view of financial reporting and how to analyse a set of financial statements and accounts. The module initially considers the regulatory system behind financial reporting and the international frameworks for accounting standards (GAAP etc). The main focus is on understanding financial statements and accounts, including profit and loss, balance sheets, cash flows and sources of finance. The module also explores management accounting and corporate and management performance evaluation (RoI, EVA and capital budgeting). The module extends accounting concepts to consider the triple bottom line concept. The Global Reporting Initiative is explored and the module examines how environmental and social performance indicators are developed to assess an organisations sustainability performance. Integrity, transparency and the ethics of accounting are considered through case studies.

Course Name: Critical Perspectives on Leadership
Instructor: Dr Richard Bolden

Leadership continues to be discussed and sought after, even though we now live in supposedly more democratic times with flatter organisations and empowered employees, and is considered especially important in the transformation towards a ‘One Planet’ economy. In this module we consider ten perennial challenges facing leaders in contemporary organisations and ways in which we can respond. This module’s aims are threefold: to give an overview of traditional and contemporary theories of leadership and their implications for leadership practice; to offer students an appreciation of the complexities and uncertainties of leadership in contemporary society and encourage them to reflect on their own experience; to critically engage with a range of perspectives from a variety of disciplines and to locate leadership practice within the wider organisational context. The module will debate a series of challenges: What is the role of leadership in contemporary organisations? Leading for sustainability: how can we balance human and environmental concerns in organisations? From Global to Worldly Leadership: how can we lead in a pluralistic world? Leadership and Change: how can we make sense of and adapt to a changing world? Customer-Focussed Leadership: how can we create value for ourselves and those with whom we engage? Leadership, Branding and Identity: how do we see ourselves and how do others see us? Authentic Leadership: how can we start our journey towards authenticity? Leading Across Boundaries: how can we achieve influence without authority? Believing in Leadership: how are beliefs and values expressed through leadership? Leadership in Context: how can we prepare for an uncertain future?

Course Name: Ecoliteracy
Instructor: Dr Sally Jeanrenaud

This module is designed to enhance students' ability to think ecologically and understand the interconnectedness of human and natural systems. It focuses initially on the interface between business and the natural environment and the challenges posed by climate change, natural resource depletion (e.g. water, energy, rare earths etc) and pollution. The main emphasis, however, will be on what we can learn from nature. We will explore how ecological communities are organised (ecosystems) and how these principles can be applied in creating more sustainable human and business communities. It will explore the value of a holistic world view, Gaia Theory, systems thinking and the potential contribution of biomimicry. Biomimicry is a method of innovation that looks for sustainable solutions by copying nature’s approaches: the objective is to invent products and processes that are sustainable, perform well, save energy, cut material costs and/or redefine and eliminate waste. We will explore case examples of how nature’s genius can drive innovation. The module will emphasise how principles from nature can be applied in business, our own work setting and in our own personal lives. The module includes a short residential period at Embercombe, integrating field excursions, optional meditation and discussion circles to immerse participants in a real experience of nature and community.

Course Name: Economics
Instructor: Professor Robin Mason, Professor Michael Finus

This module develops an understanding of how decisions by consumers, firms and government are interlinked, how economics underpins management and how the economic environment can be affected by major issues such as climate change. Analysis of contemporary economic events is a key feature of the module focusing on trends in macroeconomic variables that will facilitate decision making, and developments. The microeconomic content of the module concentrates on understanding and developing the ‘economic way of thinking’. A major component of this module relates to environmental economics and particularly the issue of climate change and market failure. Students are introduced to the issues, the frameworks and protocols on climate change, the instruments (permit trading, joint implementation and clean development mechanisms) and monitoring and enforcement systems. Students are required to undertake two substantial assignments to explore the environmental dimension of business: one which explores the economic incentives for carbon pricing and the second exploring the compatibility of economic growth and sustainable development.

Course Name: Entrepreneurship
Instructor: Dr Andreas Rauch

The module introduces students to the concepts of entrepreneurship in both a commercial and social context. It provides students with a pragmatic insight into the processes and systems required to conceive, research and write a credible business plan in order to gain the necessary resources to start a new enterprise. It provides an overview of the intellectual, physical and emotional demands associated with entrepreneurship and gives a rigorous and honest insight into the realities of entrepreneurial activity, the processes important in improving the probability of success, and an appreciation of the role commercial and social enterprises play in a modern economy. For students who already have or are working on an idea for a new commercial or social business, this module provides an ideal opportunity to develop, refine and test their concept. Social enterprise is a key element in the module and the value and challenges of social business (and the lessons from the Grameen initiatives in Bangladesh) are explored. Representatives from banks, business support consultancies and social entrepreneurs themselves, share with students the challenges involved.

Course Name: Finance for Managers
Instructor: Professor Richard Harris, Gary Abrahams, Guest Speakers

The main aim of the module is to introduce students to the broad subject of financial management. In particular to provide students with a critical understanding of the basic concepts of risk and return in financial markets, and their implication for the financial decisions made by both investors and corporations, including portfolio construction, capital budgeting and the analysis of fixed income securities. Through a combination of lectures and practical work, students are provided with a solid foundation in financial theory and practice, providing the necessary grounding for further modules in finance. In addition to the core concepts, the module includes guest speakers (including city practitioners) who consider the ethical issues in finance, the causes of the credit crisis, the merits of socially responsible investments and emerging ideas in sustainable finance.

Course Name: Global Strategic Analysis and Management
Instructor: Dr Ajit Nayak

The aim of this module is to introduce strategy through an intellectually stimulating and academically rich yet practical study of the strategic management process. The module integrates well-known theoretical ideas in strategic management. The module explores the ideas of both leading scholars to discuss what strategy comprises, and prominent practitioners to establish how strategy is implemented. The aims of the module are to understand the 21st century competitive landscape from a strategic management perspective; to develop the ability to analyse strategic issues from a number of theoretical and broad functional perspectives; and to study strategic competitiveness, competitive advantage, strategic intent, and evaluate their contribution to the strategic management process. Case studies (Tata, Honda etc) explore how strategy is implemented in a variety of different company contexts. Social, environmental, ethical and sustainability issues are at the heart of strategy: as values which inform the direction of business strategy and leadership; as potential sources of enhanced corporate reputation and positioning; as the basis of CSR; as a motivator for strategic alliances and innovation; and as a guiding force in reminding business of their obligation to a wide range of stakeholders and communities.

Course Name: Governance and Ethics
Instructor: Professor Mairi McLean

This module aims to give students an understanding of the nature of ethics and morality and how it shapes managerial practice. The module encourages students to reflect on their own understanding and responses to challenging issues within the workplace, enabling them to become more reflexive in their practice, as well as giving them an understanding of ethical perspectives. The module will also explore modes of governance and corporate social responsibility, enabling students to understand how to organise and structure organisations to assist in responsible practice. Students will also be expected to assess the value and appropriateness of modes of governance and responsibility. Areas relating to CG and CSR will include corporate governance structures and reform; CSR; audit and control; perspectives on globalisation; and managing ethical supply chains. In relation to ethics the module will explore issues associated with honesty, fairness and conflicts of interest; discrimination; values that drive different societies and individuals; and power/relationships and conflicts in organisations and how they influence ethical decisions. The module draws on company case studies including product safety, workforce rights, privacy, whistleblowers, advertising, environmental protection, sourcing policies (sweatshops) and factory location/management (Bhopal).

Course Name: Internet Marketing and the Information Society
Instructor: Katerina Karanika

The Internet and the World Wide Web have transformed management theory and practice, and exert a profound influence on society. The World Wide Web mandates visualizing almost every aspect of corporate strategy, operations, and communication. Moreover, the requirements and potential of the Web have profoundly influenced the dissemination of financial analysis, corporate reports and consumer information. The module explores the Internet from strategic, societal, ethical and commercial perspectives to provide a broad introduction to its use in business. We survey the growing volume of Internet research, and gain an appreciation of the Internet as a management tool as well as a cultural phenomenon. As a key elective on the One Planet MBA we explore how the internet can stimulate communication and social change, and we consider how the internet should be responsibly managed with specific sessions exploring trust, ethics, privacy, security, governance and regulation.

Course Name: Management Consultancy for Sustainability
Instructor: Professor Malcolm Kirkup

The aim of this module is to provide a solid academic understanding of the process of consultancy, coupled with a hands-on live practice with a client organisation. Students develop skills in project management, develop insights into protocols, expectations and outcomes, and experience the full consultancy cycle including interpreting the client brief, developing a consultancy proposal, undertaking data collection, engaging with client employees, and developing recommendations for innovative practice and strategies. A significant emphasis is placed on the development of relevant consulting skills, including facilitation, negotiation, presentation, business report-writing and professional engagement and conduct. This module is explicitly focused around consulting for sustainability and we work with the European Centre for Environment and Human Health to identify companies that can provide useful and stimulating consultancy assignments. In 2011 the students’ clients include organisations such as the UK MET Office (the world’s largest climate forecasting facility), a manufacturer of printed circuit boards, a manufacturer of paints and a major hospital. In all cases the students apply their consulting skills to understand, explore and recommend improved approaches to sustainability.

Pages

Type of Offering

The One Planet MBA Speaker Series
Date: October, 2011

We believe that future business leaders should understand the science behind sustainability and the business case for sustainable strategies. We believe business leaders should be more planet-minded. In this speaker series, we explore the principles of interdependence and interconnection; the role and responsibility of business in society; and the impact of business actions on the environment. We examine the nature and implications of climate change; the depletion of natural resources and implications; and the impact of carbon emissions and potential solutions. We explore trends in consumption and the role of choice editing. We consider the importance of ecosystems and biodiversity and what lessons we can learn from nature for the organisation of business and innovation. We examine the impact of environmental and social regulation on business. We consider the actions businesses can take to manage these challenges, including new approaches to CSR reporting, operations, sourcing, energy use, waste, re-cycling and water management. We encourage students to develop and defend their own views on the issues and to refine their ability to argue, persuade and inspire colleagues on the planetary challenges that businesses face.

A weekly programme of external guest speakers is organised throughout the MBA to explore these social, ethical and environmental issues which affect business. In 2010/11 the speakers included:

Alan Knight, Consultant for Virgin (sustainable supply chains)

Phillip Goodwin, CEO Tree Aid (leadership for sustainability)

Michael Saunby, UK MET Office (climate forecasting)

Gary Abrahams, Financial Consultant (cause and impact of the credit crisis)

Chris Priest, Consultant (business opportunities arising from climate change)

Andrew King, Consultant (remanufacturing opportunities for business)

John Aston, Consultant (consulting for sustainability)

Trevor Morris, Consultant (marketing and PR for sustainability)

Tony Greenham, New Economics Foundation (new economic models)

Andrew North, Cooperative Group (responsibility and ethics in business strategy)

Andrew Douglas, Social Entrepreneur

Richard Roberts, Barclays Bank (social business)

Tim Macartney, Embercombe (leadership for sustainability)

Carolina Moeller, WWF (sustainable development)

Jean-Paul Jeanrenaud, WWF (sustainable development and One Planet principles)

Nigel Topping, Carbon Trust

Ward Crawford, Green & Blacks (organic business)

Judith Davey, Action Aid (poverty alleviation and business contribution)

Career Development Programme

Our Career Development Programme is tailor-made for students undertaking our One Planet MBA. Our students on this programme are seeking positions with large, medium and small business organisations, and can offer not only strong business skills but also an in-depth understanding of the social, ethical, financial and environmental issues businesses face. We expect out students to become leaders of businesses and agents of change, and we therefore organise workshops to help develop appropriate skills. Such workshops include negotiation, conflict-management, advanced communication, cross-cultural studies, project management, team-working, leadership, crisis-communication and consulting skills.

One Planet MBA Resource

One Planet MBA Resource: A student-developed group which offers time, advice and facilitative support to external organisations who are seeking help to develop more sustainable strategies. The students work directly to influence the strategy of companies, not-for-profit organisations and public sector organisations.

Community Action: A student group which has the highest number of volunteering projects of any UK university. This group supports local charities and environmental projects.

Campus as Living Laboratory: A group which students can join to learn at first hand how the University and businesses can can implement sustainability strategies.

African Leadership: surfacing new understandings through leadership development
Author(s): Bolden R;

This article provides an account of meanings and connotations of ‘African leadership’ emerging from research with a cohort of participants on a Pan-African leadership development programme. We begin by reviewing current approaches to leadership, and how they have been applied to the study of leadership and management across cultures, before introducing the notion of the ‘African renaissance’, which calls for a re-engagement with indigenous knowledge and practices. The findings from our study indicate a tension between accounts and representations of leadership and the potential for leadership development to act as a forum in which participants can work through these issues. In developing an Afro-centric perspective on leadership, we propose that development activities that promote relational, critical and constructionist perspectives on leadership, with an emphasis on dialogue and sharing experience, could be an important means for surfacing new insights and understandings. In particular, they offer a mechanism by which participants can enhance their sense of ‘self in community’, generate shared understandings, challenge repressive power relations, and develop culturally appropriate forms of leadership behaviour. We conclude by proposing that further research is required on leadership in Africa that steps outside dominant methodological and empirical paradigms, and argue that such work holds great potential for generating insights not just relevant to leadership in Africa but to leadership studies in general.

Journal Title: International Journal of Cross Cultural Management Volume: 9 Edition: 1 Page Numbers: 69 - 86
An examination of voluntary financial instruments disclosures in excess of mandatory requirements by UK FTSE 100 non-financial firms
Author(s): McMeeking KP

Our study addresses “the existing literature gap on the information content of derivatives reporting” (Wang et al., 2005: 425). Prior work finds failings in compliance with andatory reporting requirements in respect of financial instruments and derivative financial instruments. Instead of identifying weaknesses in compliance our study identifies where firms over-comply or in other words, where firms voluntarily disclose more than they are required and whether this is incremental information or serves another purpose. We review the financial instruments disclosures of the FTSE 100 non-financial IFRS 7 compliant firms. Based on these results, on a case-by-case basis we address potential causes and rationale for this extra disclosure. Prior research suggests that it is counter intuitive to argue that firms will provide voluntary disclosure in a mandatory reporting environment because information of this sort tends to be proprietary and competition sensitive, not to mention costly to prepare. However, we find that firms have voluntarily published information in excess of the requirements and we suggest that this extra detail is most commonly associated with a legitimation strategy.

Journal Title: Journal of Applied Accounting Research Volume: 11 Edition: 2 Page Numbers: 133 - 153
How do institutions affect corruption and the shadow economy?
Author(s): Kotsogiannis C; McCorriston S

This paper analyzes a simple model that captures the relationship between institutional quality, the shadow economy and corruption. It shows that an improvement in institutional quality reduces the shadow economy and affects the corruption market. The exact relationship between corruption and institutional quality is, however, ambiguous and depends on the relative effectiveness of the institutional quality in the shadow and corruption markets. The predictions of the model are empirically tested - by means of Structural Equation Modelling that treats the shadow economy and the corruption market as latent variables - using data from OECD countries. The results show that an improvement in institutional quality reduces the shadow economy directly and corruption both directly and indirectly (through its effect on the shadow market).

Journal Title: International Tax and Public Finance Volume: 16 Edition: 6 Page Numbers: 773 - 796
How Far Can We Push Sceptical Reflexivity? An Analysis of Marketing Ethics and the Certification of Poverty
Author(s): Simakova E

This paper seeks to explore how far we can push sceptical reflexivity to open up new avenues of exploration in the field of marketing, through a study of ethics in Fair Trade clothing. The paper addresses three issues in contemporary studies of marketing. First, ethics are used as a focus for investigating the practices of marketing. Second, attempts to standardise ethics into marketable products are explored. Third, the possibilities offered by a reflexive take on marketing ethics are analysed. The paper addresses these three issues by drawing together and interrogating ideas from Science and Technology Studies (STS) and marketing. A thorough-going reflexive scepticism is adopted which leaves nothing taken for granted, addressing the nature of what might be meant by, for example, products and marketing and the world to which they aspire. Furthermore, an STS-inspired inversion is performed on marketing. In place of a conventional notion that marketing involves "launching" products into the world, comes a notion that marketing could be considered as "launching" a version of the world into the product. This opens up opportunities for exploring possible tensions between reflexive scepticism and ethics. The conclusion of the paper assesses the utility of this sceptical inversion for opening up new questions and new ideas for marketing and for STS.

Journal Title: Journal of Marketing Management Volume: 25 Edition: 7 & 8 Page Numbers: 777 - 794
Impacts of climate change on domestic tourism in the UK: a panel data estimation.
Author(s): Taylor T

Climate change is likely to have a significant impact on a number of key economic sectors, including tourism. The authors employ panel data techniques on regional tourist and climatic data in the UK to estimate the influence of temperature, precipitation and sunny conditions on domestic tourism. Significant impacts are found, including lagged relationships. The model is then used to estimate the impact of the hot weather of summer 2003 on domestic tourism in the UK, finding a positive impact on revenues ranging between £14.79 million and £30.32 million.

Journal Title: Tourism Economics Volume: 15 Edition: 4 Page Numbers: 803-812
Investing with prejudice: Evidence that the appointment of women to company boards is associated with lower stock-market value but not lower accountancy-based performance
Author(s): Kulich C; Trojanowski G

This paper presents a comprehensive archival examination of FTSE 100 companies in the period 2001–2005, focusing on the relationship between the presence of women on so indicate that perceptions and investment are not aligned with the underlying realities of company performance.

Journal Title: British Journal of Management Volume: 21 Edition: 2 Page Numbers: 484 - 497
Mitigation of supply chain relational risk caused by cultural differences between China and the west: a conceptual model
Author(s): Jia F

Purpose – This paper aims to add a cultural-relational dimension to the supply chain risk management (SCRM) literature.Design/methodology/approach – Inter-firm learning and cultural adaptation literatures are reviewed, missing themes identified and a conceptual model proposed.Findings – The authors define the problem of supply chain relational risk (SCRR) and explain the cultural differences between China and the West, which form a subset of SCRR. They then propose cultural adaptation as the solution to this problem. Two missing themes are identified concerning the process of cultural adaptation between China and the West and the causal relationship between cultural adaptation and partnership performance.
Research limitations/implications – This is a conceptual paper based on secondary data.Practical implications – Cultural differences between China and the West impact the relational risks facing Western buyers and their Chinese suppliers. To create a mutually beneficial partnership, it is necessary for both parties to understand the cultural differences and the process of cultural adaptation. Ultimately, the paper will help firms mitigate the relational risks associated with cultural differences.
Originality/value – The paper extends prior work in the area of SCRM by adding a relational-cultural dimension. With a view to mitigation of SCRRs, the authors develop a conceptual process model, which describes a relationship-building process incorporating cultural adaptation for the creation of a mutually beneficial partnership, which features a hybrid cultural interface.

Journal Title: International Journal of Logistics Management Volume: 21 Edition: 2 Page Numbers: 251-270
Responsible Innovation: A Pilot Study with the UK Engineering and Physical Sciences Research Council. 
Author(s): Owen R

Significant time lags between the development of novel innovations (e.g., nanotechnologies), understanding of their wider impacts, and subsequent governance (e.g., regulation) have led to repeated calls for more anticipatory and adaptive approaches that promote the responsible emergence of new technologies in democratic societies. A key challenge is implementation in a pragmatic way. Results are presented of a study with the Engineering and Physical Sciences Research Council, the largest public funder of basic innovation research in the United Kingdom who, for the first time, asked applicants to submit a risk register identifying the wider potential impacts and associated risks (environment, health, societal, and ethical) of their proposed research. This focused on nanoscience for carbon capture and utilization. Risk registers were completed conservatively, with most identified impacts concerning researchers’ health associated with nanoparticle synthesis, handling, and prototype device fabrication, i.e., risks that could be identified and managed with a reasonable level of certainty. Few wider environmental impacts and no future impacts on society were identified, reflecting the often uncertain and unpredictable nature of innovation. However, some applicants addressed this
by including investigators with expertise beyond engineering and nanosciences supporting integrated activities that included life cycle and real-time technology assessment, which in some
cases were also framed by stakeholder and/or public engagement. Proposals underpinned by a strong commitment to responsible science and innovation promoted continuous reflexivity,
embedding a suite of multidisciplinary approaches around the innovation research core to support decisions modulating the trajectory of their innovation research in real-time.

Journal Title: Risk Analysis Volume: 30 Edition: 11 Page Numbers: 1699-1707
Stability and Success of Regional Fisheries Management Organizations
Author(s): Finus M;

According to international law, straddling fish stocks should preferably be managed cooperatively through regional fisheries management organizations
(RFMOs). A major problem faced by these organizations is the unregulated fishing undertaken in the high seas by non-members. This paper analyzes the
problem of unregulated fishing as a game in partition function form based on the classical Gordon-Schaefer bioeconomic model. It analyzes the prospects of
mitigating the overfishing problem through RFMOs in which all or some fishing states participate. The success of RFMOs is related to the economic and biological parameters of the bioeconomic model. Particular emphasis is placed on the level and asymmetry of harvesting costs.

Journal Title: Environmental and Resource Economics Volume: 46 Edition: 3 Page Numbers: 377-402
The mechanism model of the effect of consumption on well-being: the case of leisure
Author(s): Zhong J ; Mitchell V

In response to recent calls for research into activities that may increase happiness, this study uses longitudinal data to investigate changes in within-subject, instead of between-subject, well-being. In the context of hedonic product consumption, this study reveals a mechanism by which consumption influences well-being through the mediating effect of satisfaction with associated life domains. Four years of data from a large national panel survey show that consuming hedonic products has indirect effects on well-being, by improving consumers' satisfaction within relevant life domains. High hedonic consumption improves satisfaction with relevant life domains, primarily through more frequent consumption of low-cost hedonic products rather than less frequent consumption of high-cost hedonic products.

Journal Title: Journal of Consumer Psychology Volume: 20 Edition: 2 Page Numbers: 152-62.
The persistence of gender discrimination in China - evidence from recruitment advertisements
Author(s): Woodhams C

In this paper we present an analysis of recruitment advertisements that suggests that Chinese employers frequently discriminate on gender grounds, both directly and indirectly. We illustrate how employers continue to use entrenched stereotypes and perpetuate highly segregated expectations of men and women's roles at work, predominantly to the detriment of women and hindering their progress in the labour market. The paper concludes that while employers' recruitment practices are not the only cause of women's continued labour-market disadvantage - and are in themselves a function of the wider of economic, socio-cultural and ideological factors that underlie it (Kitching 2001; Patrickson 2001; Leung 2003; Cooke 2005) - a change to employer behaviour in this area is a necessary and potentially achievable step forward towards greater equality.

Journal Title: International Journal of Human Resource Management Volume: 20 Edition: 10 Page Numbers: 2084 - 2109
With Exhaustible Resources Can a Developing Country Escape From The Poverty Trap?
Author(s): Le Van C; Nguyen TA

This paper studies the optimal growth of a developing non-renewable natural resource producer. It extracts the resource from its soil, and produces a single consumption good with man-made capital. More- over, it can sell the extracted resource abroad and use the revenues to buy an imported good, which is a perfect substitute of the domes- tic consumption good. The domestic technology is convex-concave, so that the economy may be locked into a poverty trap. We show that the extent to which the country will escape from the poverty trap depends, besides the interactions between its technology and its impatience, on the characteristics of the resource revenue function, on the level of its initial stock of capital, and on the abundance of the natural resource.

Journal Title: Journal of Economic Theory Volume: 6 Edition: 145 Page Numbers: 2435-2447