Open University Business School



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The Open University

Business School

Walton Hall

Milton Keynes

United Kingdom

MK7 6AA

Tel +44 (0) 1908 655 888

Fax +44 (0) 1908 655 898

open.ac.uk/business-school

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PRME Steering Committee, c/o Jonas Haertle

PRME Secretariat, UN Global Compact Office

PRME Secretariat at United Nations Global Compact Office

DC2-612 2 United Nations Plaza

New York

NY 10017, USA

3 June 2013

Dear Jonas

Renewal of the commitment to Principles for Responsible Management Education

The Open University Business School is committed to upholding the UN Global Compact Principles of Responsible Management Education and to engaging in a continuous process of improvement in the application of the Principles for Responsible Management Education. We undertake to report on progress to all stakeholders and to exchange effective practices with other academic institutions.

We believe that the values of ethics, social responsibility and sustainability are important in all areas of the School's activities. This includes the areas identified in the principles: the business school curricula, programme design, courses and learning, research as well as in partnerships and dialogue with all our stakeholders. We also understand that our own organizational practices should serve as examples of the values and attitudes we seek to convey to our students. We continue to encourage other academic institutions and associations to adopt and support these Principles.

Yours sincerely

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Professor Rebecca Taylor

Dean and Professor of Economics

The Open University Business School

Sharing Information on Progress (SIP)

Principles of Responsible Management Education (PRME)

The Open University Business School

May 2013

Table of Contents

1. Introduction 3

2. How we address the PRME Principles 3

a) Principle 1 | Purpose 3

b) Principle 2 | Values 3

c) Principle 3 | Method 4

d) Principle 4 | Research 5

e) Principle 5 | Partnership and Principle 6 | Dialogue 7

Appendix I: Vision, Mission and Values 9

Appendix II: Current and Recent Research Projects in Business & Society, Responsible Management and Related Areas 10

Appendix III: Recent Publications (since 2010) in Business & Society, Responsible Management and Related Areas 11

Appendix IV: Current and Recently Completed Research Student Projects in Business & Society, Responsible Management and Related Areas 15

Principles of Responsible Management Education (PRME)

1. Introduction

The Open University Business School is the leading distance provider of quality management education at undergraduate, MBA, taught Masters, professional and research degree level. With over 80,000 graduates to date we are one of the largest business schools in Europe. Educating students from all walks of life and enabling them to become responsible and capable managers has been our goal from the start. We are accredited by AACSB, EQUIS and AMBA, all three of which have regularly asked us in depth questions about our social mission and the teaching of responsible management and business ethics.

We subscribed to the UN PRME principles in order to underscore our existing commitment to provide innovative and distinctive teaching to enable individuals and organisations to achieve their potential and contribute responsibly to society.

2. How we address the PRME Principles

Principle 1 | Purpose

We will develop the capabilities of students to be future generators of sustainable value for business and society at large and to work for an inclusive and sustainable global economy.

Our vision and mission statements, while partly predating our signing up to PRME and not directly derived from the PRME principles, reflect openness, inclusiveness, and a challenge to conventional business thinking where it has contributed to irresponsible and unsustainable practice. Our vision stresses collaboration with international business, civil society and government. It is our mission to conduct rigorous research that engages directly with current business, legal and societal debates, and to be at the forefront of distinctive teaching that enables individuals and organisations to achieve their potential and contribute responsibly to society. Examples of our impact on business and society include a contribution to the debate on plain packet cigarettes, work with Milton Keynes council to create a green transport infrastructure, and the appointment of Professor Sally Dibb by the Secretary of State for Health to the Alcohol Education and Research Council.

Our mission and vision statements are provided in Appendix I.

Principle 2 | Values

We will incorporate into our academic activities and curricula the values of global social responsibility as portrayed in international initiatives such as the United Nations Global Compact.

The values of the Open University and the Open University Business School stress social justice and openness to all. In consultation within the faculty and our International Advisory Board the faculty adopted the Open University wide value statement in the autumn of 2012 (part of Appendix I). We aim to be responsible to the needs of individuals and the communities in which they live and work. These values underpin an understanding of management education as one that serves the needs of society and communities, as well as that of business and individuals. The idea that management must be responsible for and responsive to people in organisations, to communities and to wider society underpins all our teaching, not just that which has corporate responsibility in the title.

Principle 3 | Method

We will create educational frameworks, materials, processes and environments that enable effective learning experiences for responsible leadership.

In line with the mission of the Open University, we strongly believe that management and management education must not be the preserve of a small elite but should be accessible to people from a wide range of cultural, social and educational backgrounds. We welcome students from all different backgrounds, providing open access routes into undergraduate and professional certificate programmes (with a feed through to the MBA programme). We are also strong believers that high quality management education should be available to students across the world and not just in economically strong, Western countries. In collaboration with partner institutions we provide access to our undergraduate, professional certificate and MBA programmes in 11 countries, including Russia and Romania and South Africa, and we have directly registered students based in 88 countries. These students are supported in small tutor groups by dedicated tutors, who have extensive management and educational experience. Individual support is available for students who have special needs.

We further believe that responsible management education must be appropriate to a variety of managerial roles and organisational types and not just geared towards senior management in a small number of large, multinational corporations. Our students work in a wide variety of private, public and voluntary sector organisations, and our programmes specifically include teaching materials and learning experiences designed for different types of organisations and roles. Through a strong focus on practice based management learning students are given the opportunity to directly apply their learning to their own work situation. We support research to further improve and enhance our ability to educate responsible managers of the future. An example of an output is a paper on Global competencies in socially responsible management: a case for practice-based education in management education presented by Kristen Reid at the 10th annual EURAM conference in Rome in 2010.

Our commitment to responsible management education is anchored in our curriculum, which provides teaching materials and learning activities designed to help students to acquire the relevant responsible management knowledge and develop their own responsible management practice. Responsible management and leadership concepts and practice are embedded in our curriculum, both in our large, multi-disciplinary modules and in more specialist modules.

In our undergraduate programme, responsible leadership and management are taught through the inclusion of:

• A unit on business ethics in B120 An Introduction to Business Studies, a compulsory module in the UG programme

• 3 two week units on corporate social responsibility, regulation, and sustainability in B201 Business Organisations in their Environment, one of three level 2 electives in the BA in Business Studies and a compulsory module in the BA in Leadership and Management

• Readings and activities on ethical issues in leadership in B204 Making it Happen: Leadership, Influence and Change, a compulsory module in the BA in Leadership and Management and one of three level 2 electives in the BA in Business Studies

• A block on ethics, governance and auditing in B292 Financial Accounting, a compulsory module in the Professional Certificate in Accounting and one of three level 2 electives in the BA in Business Studies

• A unit on stakeholder management and corporate social responsibility in B301 Making Sense of Strategy, a compulsory module in the BA in Business Studies

• An elective module on marketing ethics and social marketing at Level 3: B324 Marketing and Society

• The themes of ethics, sustainability, and climate change and management are woven throughout the two main modules that constitute the Professional Certificate in Management (B628 Managing and Managing People and B629 Understanding Marketing and Financial Information)

In our postgraduate programme, particularly the MBA, responsible leadership and management are taught and developed in the following ways:

• Study session on stakeholder analysis and management and power, influence and politics in B716 Management: Perspectives and Practice, the compulsory stage 1 module of the MBA

• A unit on stakeholders, ethics and risk in B835 The Dynamics of Strategy, a compulsory module in the MBA programme

• BB847 Managing Beyond the Mainstream, an elective in the MBA, which deals with topics such as public and not-for-profit management, non-Western management contexts, working with dilemmas and adaptive leadership

• Study sessions on criticism of marketing, marketing and ethics, and marketing research ethics in BB844 Marketing in the 21st Century, an elective in the MBA programme

• BB848 Leadership and Management in Intercultural Contexts, an elective in the MBA, which includes study sessions on cultural differences and varieties of capitalism

Our law school offers a 15 credit postgraduate module, W822 Business, Human Rights Law and Corporate Social Responsibility, which will form part of the LLM and is attracting interest from other universities, such as the Universidad Nacional de Educación a Distancia in Spain.

Principle 4 | Research

We will engage in conceptual and empirical research that advances our understanding about the role, dynamics, and impact of corporations in the creation of sustainable social, environmental and economic value.

We are committed to conducting rigorous research that engages directly with current business, legal and societal debates. A large proportion of our overall research effort as a faculty is dedicated to research in the areas of responsible business and management practice and the social impact of business and management practice. This is evidenced by formal structures, as well as an impressive record of research projects, publications and research student projects in this area. Research on responsible management and business & society conducted in the Open University Business School sits in a much wider research culture and tradition concerned with social justice, the public good and environmental sustainability conducted across the Open University.

Responsibility and Regulation Research Centre

Our Responsibility and Regulation research centre is one of the three research centres in the faculty. It integrates wide ranging research on legal, financial, ethical, social and environmental responsibilities and includes, among others, the following areas: social marketing and marketing ethics (ISM-Open); the surveillance society (CRISP); corporate social responsibility; sustainable enterprise; ethical aspects of taxation; surveillance; financial and accounting regulation; financial markets; and the development of people’s financial capabilities. It also includes research on human rights law; corporate manslaughter; medical law; and the law and regulation relating to children and families. The Responsibility and Regulation research centre links into related academic networks and themes across the Open University, such as the environment research theme, behavioural economics and research into financial capabilities and history. It also links to related research networks beyond the Open University in the wider academic sector, as well as professional bodies and institutes.

Institute of Social Marketing (ISM) - Open

The Institute for Social Marketing (ISM) at The Open University is collaboration between The Open University and the University of Stirling. ISM is a world renowned academic research centre which brings over 30 years experience to the study and dissemination of social marketing theory and practice. The Institute conducts research in four key areas: (1) The development and evaluation of behaviour change interventions based on social marketing principles; (2) The impact of public policy on health and social welfare; (3) The impact of commercial marketing on the health and behaviour of individuals and of society more generally; (4) The impact of social marketing on sustainability. Current and recent projects areas include alcohol and alcohol marketing, sustainable transport and low carbon vehicles, sustainable clothing, Smart Grids and tobacco control. Key priority research areas for ISM-Open in the future include: sustainability and sustainable consumption, faith and community partnerships, problem gambling, health, wellbeing and life of quality, ageing, food and nutrition.

Centre for Research into Information, Surveillance and Privacy (CRISP)

The Centre for Research into Information, Surveillance and Privacy (CRISP). CRISP is a collaborative initiative between the University of Stirling’s Management School, The Open University Business School and the University of Edinburgh’s School of Social and Political Science and School of Law. It is a new research centre that aims to become one of the leading research and knowledge exchange centres in Europe studying the many dimensions of the surveillance society and its consequences. CRISP also incorporates the Scottish Privacy Forum, a group of Scottish privacy, data protection and information professionals.

Research Projects

We have a number of externally and internally funded research projects in this area (list attached as Appendix II), including several research projects on the impacts of the surveillance society on organizations, the people working in them and consumers; a project on sustainable fashion; an international project on public policy initiatives for corporate responsibility in Europe. More widely in the Open University there are numerous research projects on sustainability and social policy, many of them with a management component.

Conferences and Workshops

In 2010 we organized a stream on Socially Responsible Management at the 10th annual EURAM conference in Rome (organizers Siv Vangen, Anja Schaefer and Kristen Reid).

During the last three years we have also organized a series of workshops and symposia at the Open University under the auspices of the Regulation and Responsibility research centre and the Institution of Social Marketing. These include:

• One-day conference on ‘The effect of law, rules and regulations on financial behaviour’, 7 December 2012 (organized by Jane Frecknall-Hughes and Rob Paton)

• One-day ISM conference ‘Taking Responsibility’, 9 May 2012, with streams on social marketing and socially responsible management, 3 keynote speakers and approximately 60 delegates (organized by Sally Dibb, Helen Roby and Anja Schaefer)

• One-day conference on ‘Regulation and responsibility: analyzing behaviour in a business environment’, 12 January 2012 (organized by Jane Frecknall-Hughes and Rob Paton)

• One-day workshop on ‘Where next sustainable enterprise? Policy and research perspectives’ (Social and Sustainable Enterprise Network of the Institute of Small Business and Enterprise (ISBE)), organized at Open University Business School, 20 September 2011 (organized by Richard Blundel and Anja Schaefer)

In addition, we hold regular research seminars, many of which are on topics related to social responsibility, sustainability, human rights and social justice, for example ‘Is motorsport driving us green’, 28 Sept 2011; ‘Can business sustainable travel policies be taken seriously?’, 1 Nov 2011; ‘Women of the Revolution- the future of women's rights in post-Gaddafi Libya’, 28 May 2012; ‘Law and order: moral reasoning in tax practitioners’, 14 June 2012; ‘Rethinking enterprise policies in sub-Saharan Africa: three case studies from Ghana’, 11 July 2013; ‘Controversial advertising in the UK’, 2 Oct 2012; ‘Bringing together corporate identify and corporate sustainability’, 21 May 2013.

Research Publications

Colleagues in the Open University Business School publish extensively in national and international academic journals on topics related to responsible management and societal issues in management. A list of recent publications (since 2010) falling into these areas is attached as Appendix III. Topics covered include marketing ethics, surveillance and privacy, ethics of taxation and finance, social and environmental enterprise, responsible workplace practices, governance, the relation of business and management to social movements and external stakeholders, and many more.

Research Students

The Open University Business School has over 40 full time and part time research students, many of whom work in areas relevant to the PRME principles. Current and recently completed PhD projects include a project on advertising ethics, a project on providing meaningful activities for young people, and two projects on sustainability in small and medium sized enterprises, among others. A list of current and recent research projects in this area is provided in Appendix IV.

Principle 5 | Partnership and Principle 6 | Dialogue

We will interact with managers of business corporations to extend our knowledge of their challenges in meeting social and environmental responsibilities and to explore jointly effective approaches to meeting these challenges.

We will facilitate and support dialog and debate among educators, students, business, government, consumers, media, civil society organisations and other interested groups and stakeholders on critical issues related to global social responsibility and sustainability.

We work in partnership with industry, the public sector and voluntary sector organisations to foster responsible management education and practice. Not all of our collaborations and partnerships have an explicit social responsibility focus but they all endeavour to promote management capacity and responsibility.

Breakfast Briefings

These are a series of face to face events which aim to foster collaboration and create an opportunity for businesses and the School to explore together the latest and best of business thinking. Each quarterly session features our academics who share the practical application of insights gained through research or consultancy with the local business community. These have proved popular consistently attracting audiences of around 50 business people who also have the opportunity to network and develop relationships with the School and University staff. Each Business Breakfast is recorded and is posted on our public site after the event. Past events have focused on the topics of ‘Achieving collaborative advantage’, ‘Making it happen: why much of what we do ensures that our strategy won’t be implemented’, ‘How to manage in digital markets’ and ‘Money and emotions’.

Business Perspectives

This new initiative is a quarterly forum where business topics are debated in detail, aimed mostly at our alumni. The School has hosted three events so far. The first focused on Innovation and was held in London in December 2012. The second event explored Strategy and took place in Manchester in February 2013. The third event focused on Leadership in Tough Times, held in London in April 2013. Both events, which included contributions from academics and industry experts, resulted in a full-day of stimulating exchanges between academics, practitioners and business professionals. Webinars are organised as follow-ups to these events, to give participants the opportunity to discuss issues further.

These sessions are more than single day workshops. On-line forums start the debate several months ahead of the face-to-face event and allow academics, practitioners, alumni and other interested parties to exchange and debate viewpoints. This debate culminates on the day of the event and session highlights are edited and presented as an hour-long webinar for those who were unable to attend. This is particularly appreciated by our international students and alumni. Further debate is encouraged during the webinar.

The content generated through the on-line forums, the outputs of the event and other materials are posted on our external website for all to use and a summary of each session is consolidated into a downloadable resource (Documents are accessible from these links Innovation and Strategy).

ABLE-Ghana

This is collaboration between the five top Ghanaian business schools and academics in the School led by Professor Rob Paton. We have formed a learning community with the Ghanaian schools to tackle the challenges of enormous class sizes, a shortage of local studies, over-reliance on Western management texts and ideas, and limited familiarity with new, learner-centered approaches and to engage more strongly with employers. We are making our business teaching resources available to the Ghanaian Business Schools under a Creative Commons license. Open University academics have visited Ghana while Ghanaian academics have visited the UK to work alongside staff from the School.

Other examples of partnership and dialogue in the interest of promoting and fostering responsible management education include:

• Our previous dean, James Fleck, was a member of one of the task forces for the new AACSB standards – shaping the quality guidelines which define business and management education.

• Mark Fenton O’Creevy and Kristen Reid will be helping to run AACSB seminars on on-line education 3 times per year

• The Open University Validation Service (OUVS) helps to manage standards and build capability in other institutions both in the UK and Internationally.

For further information contact:

Dr Anja Schaefer

Open University Business School

anja.schaefer@open.ac.uk

Appendix I: Vision, Mission and Values

Our Vision

To be recognised as a leading international business and law school, unique in the practical nature of our education, the mode of its delivery and the open access we offer students worldwide. 

We will be known for:

• Our pioneering and engaged research and teaching that challenges conventional thinking and practice;

• Our collaborations with international business, civil societies and governments, that advance knowledge in business and law;

• Our ability to continuously innovate in new learning approaches that transform business and legal education

Our Mission

• We are a champion of open, flexible learning that is grounded in practice and has immediate impact and relevance to the workplace

• We conduct rigorous research that engages directly with current business, legal and societal debates and informs our teaching

• We are at the forefront of distinctive teaching that enables individuals and organisations to achieve their potential and contribute responsibly to society

• We are proud to deliver high quality relevant learning anywhere in the world.

Values

Inclusive

• We play a unique role in society, making Higher Education open to all

• We promote social justice through the development of knowledge and skills

Innovative

• We lead the learning revolution, placing innovation at the heart of our teaching and research

• We continuously seek new and better ways to inspire and enable learning

• We create world class research and teaching

Responsive

• We respond to the needs of individuals and employers and the communities in which they live and work

• We are dedicated to supporting our students’ learning success

Appendix II: Current and Recent Research Projects in Business & Society, Responsible Management and Related Areas

Increasing Resilience in Surveillance Societies (IRISS), Funded by: EU Framework 7 Programme, Open University Business School contact: Dr Kirstie Ball

Living in surveillance societies, Funded by: European Science Foundation, EU Framework 7 Programme, Open University Business School contact: Dr Kirstie Ball

Surveillance, Privacy and Security: A large scale participatory assessment of criteria and factors determining acceptability and acceptance of security technologies in Europe (SurPRISE), Funded by: EU Framework 7 Programme, Open University Business School contact: Dr Kirstie Ball

Taking liberties?: New uses of consumer data in the UK, Funded by: The Leverhulme Trust, Led by: Dr Kirstie Ball (The Open University Business School)

Sustainable fashion design: towards a considerate design tool. Funded by: The Open University Business School

Analysis of the BBC Big Money Test, Funded by: Friends Provident Foundation, Open University Business School contact: Professor Mark Fenton-O'Creevy

Alcohol policy interventions in Scotland and England (APISE), Funded by: Medical Research Council, Led by: Professor Gerard Hastings (The Open University Business School), Open University Business School contact: Dr Fiona Harris

International Tobacco Control Policy - Four Country Survey, Funded by: National Cancer Institute; National Institutes of Health, Led by: Professor Mike Cummings (Hollings Cancer Center, Medical University of South Carolina, USA), Open University Business School contact: Dr Fiona Harris

Disruption: the raw material for low carbon change, Funded by: Engineering and Physical Sciences Research Council (EPSRC), Open University Business School contact: Dr Helen Roby

Corporate Responsibility in Europe: Government Involvement in Sector-specific Initiatives, funded by the Bertelsmann Foundation, led by Prof Thomas Beschorner and Thomas Hajduk, University of St Gallen; Open University Business School contact: Dr Anja Schaefer

A better way of doing business? Lessons from the John Lewis Partnership, Funded by: Economic and Social Research Council (ESRC), Led by: Professor John Storey (The Open University Business School)

Appendix III: Recent Publications (since 2010) in Business & Society, Responsible Management and Related Areas

Ali, HA  (2011)  'Exchanging value within individuals' networks: social support implications for health marketers', Journal of Marketing Management, vol. 27, issue 3&4, pp. 316-335

Michaelidou, N, Dibb, S, Ali, HA  (2010)  'The impact of antismoking information on teenagers' attitude and intention: implications and challenges for designing antismoking school interventions', Journal of Strategic Marketing, vol. 18, issue 6, pp. 503-515.

Ball, K, Daniel, E, Stride, C  (2013)  'Dimensions of employee privacy: an empirical study', Information Technology and People, pp. (In press).

Ball, KS, Margulis, ST  (2011)  'Electronic monitoring and surveillance in call centres: a framework for investigation', New Technology, Work and Employment, vol. 26, issue 2, pp. 113-126.

Di Domenico, ML, Ball, KS  (2011)  'A hotel inspector calls: exploring surveillance at the home-work interface', Organization, pp. In Press.

Ball, KS  (2010)  'Data protection in the outsourced call centre: an exploratory case study', Human Resource Management Journal, vol. 20, issue 3, pp. 294-310.

Ball, KS  (2010)  'Workplace surveillance: an overview', Labor History, vol. 51, issue 1, pp. 87-106.

Bhatt Datta, P, Gailey, R  (2012)  'Empowering women through social entrepreneurship: case of a women’s cooperative in India', Entrepreneurship Theory and Practice, vol. 36, issue 3, pp. 569-587.

Bhatt, P  (2011)  'Exploring the evolution of a social innovation: a case study from India', International Journal of Technology Management & Sustainable Development,, vol. 10, issue 1, pp. 55-75.

Blundel, R, Monaghan, A, Thomas, C  (2013)  'SMEs and environmental responsibility: a policy perspective', Business Ethics: A European Review.

Underwood, Sarah, Blundel, Richard, Lyon, Fergus, Schaefer, Anja (eds)  (2012)  'Social and Sustainable Enterprise: Changing the Nature of Business', vol. 2, Bradford, Emerald.

Underwood, S, Blundel, R, Lyon, F, Schaefer, A  (2012)  'Introducing social and sustainable enterprise: changing the nature of business', Social and Sustainable Enterprise: Changing the Nature of Business, vol. 2, Bingley, Emerald Group Publishing, pp. xi-xv.

Budd, L  (2012)  'Re-regulating the financial system: the return of the state or societal corporatism?', Contemporary Social Scienve, vol. 7, issue 1, pp. 1-19.

Harrison, Y, Murray, V, Cornforth, C  (2012)  'Perceptions of Board Chair Leadership Effectiveness in Nonprofit and Voluntary Sector Organizations', Voluntas: International Journal of Voluntary Nonprofit Organizations, pp. (In press).

Cornforth, C  (2011)  'Nonprofit Governance Research: Limitations of the Focus on Boards and Suggestions for New Directions', Nonprofit and Voluntary Sector Quarterly, pp. (Online First).

Cornforth, C, Mordaunt, J  (2011)  'Organisational Capacity Building: Understanding the Dilemmas for Foundations of Intervening in Small- and Medium-Size Charities', Voluntas: International Journal of Voluntary Nonprofit Organizations, vol. 22, issue 3, pp. 428-449.

von Stumm, S, Fenton-O'Creevy, M, Furnham, A  (2013)  'Financial capability, money attitudes and socioeconomic status: risks for experiencing adverse financial events', Personality and Individual Differences, vol. 54, issue 3, pp. 344-349.

Frecknall Hughes, J, Doyle, E, Summer, B  (2012)  'An empirical analysis of the ethical reasoning process of tax practitioners', Journal of Business Ethics, pp. (In press).

Demirbag, M, Frecknall Hughes, J, Glaister, KW, Tatoglu, E  (2012)  'Ethics and taxation: a cross-national comparison of UK and Turkish firms', International Business Review, pp. (In press).

Gordon, R, Harris, FJ, Mackintosh, AM, Moodie, C  (2011)  'Assessing the cumulative impact of alcohol marketing on young people's drinking: cross-sectional data findings.', Addiction Research & Theory, vol. 19, issue 1, pp. 66-75.

Hartley, J  (2011)  'Learning in the whirlwind: politicians and leadership development', Public Money and Management, vol. 31, issue 5, pp. 331-338.

Hartley, J, Benington, J  (2012)  'Leadership For Healthcare', Bristol, Policy Press, pp. 168.

Mackintosh, AM, Moodie, C, Hastings, G  (2012)  'The association between point-of-sale displays and youth smoking susceptibility', Nicotine & Tobacco Research, vol. 14, issue 5, pp. 616-620.

Casswell, S, Meier, P, MacKintosh, AM, Brown, A, Hastings, G, Thamarangsi, T, Chaiyasong, S, Chun, S, Huckle, T, Wall, M et al.  (2012)  'The International Alcohol Control (IAC) Study: evaluating the impact of alcohol policies', Alcoholism: Clinical and Experimental Research, vol. 36, issue 8, pp. 1462-1467.

Cairns, G, Angus, K, Hastings, G, Caraher, M  (2012)  'Systematic reviews of the evidence on the nature, extent and effects of food marketing to children. A retrospective summary', Appetite, pp. (In Press).

Hastings, G  (2012)  'Why corporate power is a public health priority', British Medical Journal, vol. 345, pp. e5124.

Hastings, G, Sheron, N  (2011)  'Alcohol marketing to children', British Medical Journal, vol. 342, pp. 720-721.

Aveyard, P, Amos, A, Bauld, L, Coleman, T, Docherty, G, Hajek, P, Hastings, G, McNeill, A, Lewis, S, Munafo, M et al.  (2010)  'Is the UK's coalition Government serious about public health?', The Lancet, vol. 376, issue 9741.

Hastings, G, Brooks, O, Stead, M, Angus, K, Anker, T, Farrell, T  (2010)  'Alcohol advertising: the last chance saloon', BMJ, vol. 340, issue 23 Jan, pp. 184-186.

Lawton, T, Rajwani, T, Doh, J  (2012)  'The antecedents of political capabilities: a study of ownership, cross-border activity and organization at legacy airlines in a deregulatory context', International Business Review, pp. (In press).

Lawton, T, McGuire, S, Rajwani, T  (2012)  'Corporate Political Activity: A Literature Review and Research Agenda', International Journal of Management Reviews, pp. (Early View).

Lindridge, A, MacGaskill, S, Ginch, W, Eadie, D  (2013)  'Applying an ecological model to social marketing communications', The European Journal of Marketing, pp. (In press).

Corfield, A, Paton, R, Little, S  (2013)  'Does knowledge management work in NGOs? - a longitudinal study', International Journal of Public Administration, vol. 36, pp. (In press).

Little, SE, Grieco, M  (2011)  'Shadow factories, shallow skills? An analysis of work organisation in the aircraft industry in the Second World War', Labor History, vol. 52, issue 2, pp. 193-216.

Little, SE, Grieco, M  (2010)  'Big Pharma, social movements, international labour and the internet: critical perspectives on coordination', Labor History, vol. 51, issue 1, pp. 71-86.

Altarawneh, G, Lucas, M  (2012)  'Understanding the dominance of Western accounting and neglect of Islamic accounting in Islamic countries.', Journal of Islamic Accounting and Business Research, vol. 3, issue 2, pp. 99-120.

Tapinos, E, Dyson, RG, Meadows, M  (2011)  'Does the Balanced Scorecard make a difference to the strategy development process?', Journal of the Operational Research Society, vol. 62, pp. 888-899.

Meadows, M, Pike, M  (2010)  'Performance management for social enterprises', Systemic Practice and Action Research, vol. 23, issue 2, pp. 127-141.

Smith, A, O'Sullivan, T  (2012)  'Environmentally responsible behaviour in the workplace: an internal social marketing approach', Journal of Marketing Management, pp. (In press).

Roby, H  (2010)  'Workplace travel plans: past, present and future', Journal of Transport Geography, vol. 1, issue 18, pp. 23-30.

Williams, S, Schaefer, A  (2012)  'Small and medium sized enterprises and sustainability: managers' values and engagement with environmental and climate change issues', Business Strategy and the Environment, pp. (In press).

Pykett, J, Saward, M, Schaefer, A  (2010)  'Framing the good citizen', British Journal of Politics and International Relations, vol. 12, issue 4, pp. 523-538.

Schaefer, A  (2013)  'Sector-specific corporate responsibility in the United Kingdom', Corporate Responsibility in Europe: Government Involvement in Sector-specific Initiatives, Gütersloh, Verlag Bertelsmann Stiftung, pp. 241-262.

Spiller, K  (2012)  'It tastes better because … consumer understandings of UK farmers’ market food', Appetite, vol. 59, issue 1, pp. 100-107.

Stan, M, McIntyre, ML  (2012)  'Too big to fail? Size and risk in banking', Academy of Banking Studies Journal, vol. 11, issue 2, pp. 11-21.

Storey, J  (2011)  'Steering whilst rowing: governing and managing health services from the centre', Journal of Health Organization and Management, vol. 25, issue 6, pp. 625-644.

Dixon, A, Storey, J, Alvarez Rosete, A  (2010)  'Accountability of foundation trusts in the English NHS: views of directors and governors', Journal of Health Services Research and Policy, vol. 15, issue 2, pp. 82-89.

Buchanan, DA, Storey, J  (2010)  'Don't stop the clock: the manipulation of hospital waiting lists', Journal of Health Organization and Management, vol. 24, issue 4, pp. 343-360.

Taylor, S, Bell, E, Grugulis, I, Storey, J, Taylor, LS  (2010)  'Politics and power in training and learning: the rise and fall of the NHS University', Management Learning, vol. 41, issue 1, pp. 87-99.

Vangen, S, Winchester, N  (2012)  'Managing cultural diversity in collaborations: a focus on management tensions', Public Management Review, pp. (In press).

Wilson, D, Thomas, H  (2012)  'The legitimacy of the business of business schools: what's the future?', Journal of Management Development, vol. 31, issue 4, pp. 368-376.

Wilson, D, Branicki, L, Sullivan-Taylor, B, Wilson, AD  (2010)  'Extreme events, organizations and the politics of strategic decision making', Accounting, Auditing & Accountability Journal, vol. 23, issue 5, pp. 699-721.

Winchester, N, Bailey, N  (2012)  'Making sense of ‘global’ social justice: Claims for justice in the global labour market for seafarers', Sociological Research Online, vol. 17, issue 4, pp. (In Press).

Appendix IV: Current and Recently Completed Research Student Projects in Business & Society, Responsible Management and Related Areas

Funding Models for Electric Vehicles. Abukari Atchulo

Using narratives and story-telling in career development: A South African distance learning perspective, Willie Chinyamurindi

From Dataveillance to Data Economy: Firm View on Data Protection, Sara Degli Esposti

Does collaboration enable innovation?, Janet Diamond

Advertising ethics: practitioner and stakeholder perceptions, Tom Farrell

Emotion and financial decision making, Paul Grayson

Collaboration for children and the third sector: enacting leadership and governance in a complex space, Carol Jarvis

Governance of banking/financial institutions in Africa, Danson Kimani

Between policy and practice: the case of providing positive activities for young people, Louisa Thomson

Reconceptualising value: defining, measuring and managing social value creation by business enterprises, Vandana Tripathi

Public engagement and socio-technical transitions: The case of ELVIS in Milton Keynes, Miguel Valdez

The Impact of Entrepreneurial Capital on Environmental Improvement in SMEs: Contemporary Practices and Interventions in the Leather Sector of Pakistan, Aqueel Wahga

Understanding the sensemaking of climate change by SME managers in the enactment of green business behaviours, Sarah Williams

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