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Rotterdam School of Management
Erasmus University
Introducing Corporate Social Responsibility
across the MBA Portfolio
Agenda
Overview of the current position of RSM
Education perspective
Research perspective
Developing the MBA education offerings
Initial motivation
Underlying purpose of the MBA programs
Early (and continuing) challenges
Phase I – Early stage efforts
Phase II – Developing an integrated curriculum
Phase III – Current status
Highlights across three programs
Beyond Grey Pinstripes course ratings
Where to?
Competing for talented students
Accreditation and ranking
1
Education: Focusing on “responsibility”
RSM Erasmus University develops an appreciation of social and environmental stewardship in its
engagement with individual executives and its corporate clients. Stewardship and the awareness of
individual responsibility are seen as key in creating sustainable businesses that go beyond being
environmentally or socially neutral to being agents for positive change.
In addressing the issue of sustainability we recognise both its importance as a motivating idea and
the concomitant ambiguity in its current usage. This makes us examine the issue more sharply and
encourage our students to be more pro-active in this burgeoning field of study and discourse.
Research: A significant investment
RSM Erasmus University invests considerable resources into research activities that support its
desire to contribute to society and to business and research projects are undertaken throughout the
School within and across departments.
Department of Business-Society Management
Founded in 1999
Includes >30 faculty and researchers
Research addressing the interaction between companies, stakeholders, governments,
international institutions and civil society. These interactions/interfaces are studied across the
following overlapping programs:
Corporate identity and integrity.
Corporate accountability and accounting
Corporate reputation management
Issues management
Social and political regimes
Expert centres
Corporate communications centre
Ethicon – Centre for the study of business ethics
SCOPE Expert centre – a databank of international players
2
Developing the MBA education offerings
Initial Motivation
“At all times people expect too much from leaders. There is a tendency to magnify and idealize
leaders, and of course when leaders disappoint, the reaction is very strong.”
“Structure, composition of boards and work processes matter. But I find the group dynamics and
psychology to be important and poorly investigated and understood. If board members choose to
disregard their own code of conduct when they discuss an agenda item … that has nothing to do
with structure and process. … Board members need to learn to listen to their own feelings and
observations and not get entangled in group dynamics.”
Daniel Vasella, Chairman & CEO Novartis (2003)
3
Underlying purpose of our MBA programs
The need to produce (future) executives
with broader social awareness
who are adaptive
who are critical thinkers
who are capable of making informed decisions
who have the capacity for personal and responsible development
Critical Socially
thinking aware
Cognitive CONTENT PROCESS Adaptive
ability behavior
Decision making Implementation
Early (and continuing) challenges
What?
Corporate responsibility versus individual responsibility
Why?
Internally determined imperative
A niche (recruitment) strategy
Externally dictated requirement
Scandals
Accreditations
Rankings
How?
Elective program
Business ethics
Governance (shareholder versus stakeholder debates)
CSR and/or environmental management
Voluntary activities
Speaker programs
Charitable contributions
4
Phase I – Early stage efforts
d?
e
Recruitment
at
gr
te
in
Increased diversity amongst the student body
w
Ho
Curriculum
Introduction through elective offerings
Social responsible investing
Geopolitics and power play
ct s
ffe rsu
Business ethics
t e ve
ca he
?
en i as
se
ss s t
Shift in international trip location
em b
ne i
si ere
ac on
pl cti
bu h
From CV desired destinations to “transition” locations
W
le
Se
Speakers
Other activities
Seed additional student clubs
s d
on re
pi qui
Encourage charitable activities
am re
ch &
ow
Sl
Phase II – Developing a more integrated approach
Curriculum redesign
Working group
Three advisory boards
Faculty advisory group (internal and external, teaching and not)
Appointed professional advisory group
Alumni Board
Commitment to integration
Recognition of “customer driven” challenge and need to change
Final imperatives
CSR introduced experientially from start of program
Further “pro-active” work in supporting diversity development
Mentors / coaches
Network support
Integrated “living management” consulting project across functional disciplines
Team assessed (Faculty, mentors, alumni, business consultants, company)
Broader definition of assignment requirements
Creative “international” linkages
Increase student association support
5
Phase III – Current status
Recruitment
Master classes & collateral
Scholarships (NGO) plus essay motivation
Academic curricula
Introduction
Core curriculum
Electives
International trips
Student initiated activities
RSM Day
Speakers and clubs
RSM International Charity Foundation (supported by School and Alumni)
Carbon footprint measures
Behavioral aspects
Campus greening initiative
Printing
Catering challenges
Highlights across three programs
International Full-time MBA
Fish-banks & HIV / Aids activities
D
Networking, mentoring and self-reflection (PLD) + Living Management
PL
Business & Society Management
RSM Day and the sustainability club
t
ge ity
en
ga ar
m
En Ch
Weekend Executive MBA
Business of Sustainability core
Sustainability “Value from Values” within the PLD program
International trips (Africa, Turkey, China, India, Latin America, Eastern Europe)
Global Executive OneMBA™
European Residency (Netherlands → Poland/Turkey) with sustainable Europe Focus
Common across programs
RSM International Charity Foundation
Campus greening and carbon foot printing initiative (including recycling initiative)
6
Beyond Grey Pinstripes course ratings
Core Courses
~ 15% of the 1000 hours of core course material across eleven subjects
One subject 100% focused on topic and one at over 50% on topic
Elective Courses
Directly within MBA portfolio
~ 15% of the 1700 hours of elective material across twenty-three subjects
Two subjects 100% focused on topic and two at over 50% on topic
Available through the specialist masters programs
~ 20% of 3800 hours of elective material across eighteen subjects
Four subjects 100% focused on topic and two at over 50% on topic
SUMMARY STATISTICS: International Full-time MBA
Extent of material covering broader social, political & environmental matters ~ 1,100 hours
Average time invested ~ 200 hours of required 1,540 hours ~ 13%
Where to?
7
Management educators must …
Continue to develop responsible and questioning graduates
Manage the trade-offs
Student versus customer
Unpopular core potential
Sustained needs versus shorter-term requirements
Education versus immediate employment
Education versus ranking
Global overview versus grounded (rich) experience
… while the research debate continues
The concept of corporate social responsibility emphasizes that businesses exist at the pleasure of
society and their behavior and methods of operation must fall within the guidelines set by society;
and, businesses act as moral agents within society.
Bowen (1953)
Business has only one social purpose and that is to maximize the profits of its owners (to protect
their property rights). Organizations are purely legal entities incapable of value decisions. A manager
who uses a firm’s resources for non-profit social purposes is diverting economic efficiency and
levying an “illegal tax” on the organization
Friedman (1970)
CSR is nothing more than another layer of managerial responsibility resulting from the evolution of
capitalism.
Carroll (1979)
Four myths of CSR
The market can deliver both short-term financial returns and long-term social benefits
The ethical consumer will drive change
There will be a competitive 'race to the top' over ethics amongst businesses
In the global economy, countries will compete to have the best ethical practices
Doane (20050
8
Rotterdam School of Management
Erasmus University
Thanks
9
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