News
Our Degree Programs
Establishment
Language of instruction
English
Teaching content
STRATEGY MANAGEMENT
Training officer(s)
D.FITZGERALD
Stakeholder(s)
David FITZGERALD
Présentation
Prerequisite
Students should possess a basic knowledge of organisational structures and how the stakeholders within these structures interact.
Goal
At the end of the course the student should be able to :
* To develop an understanding of the systems approach to sustainability and its contribution to the business case for corporate sustainability.
* To understand how effective leaders adapt to the emerging challenges facing organisations as the impact of globalisation intensifies.
* To understand and apply frameworks that measure and promote value in strategic CSR initiatives.
* To understand how to apply CSR assessment matrices for competitive advantage.
* To develop an understanding of the systems approach to sustainability and its contribution to the business case for corporate sustainability.
* To understand how effective leaders adapt to the emerging challenges facing organisations as the impact of globalisation intensifies.
* To understand and apply frameworks that measure and promote value in strategic CSR initiatives.
* To understand how to apply CSR assessment matrices for competitive advantage.
Presentation
Systems thinking and sustainability:
- Frameworks for engaging leaders in establishing a strategic approach to CSR and sustainability;
CSR, leadership and emerging challenges:
-Sustainability, leadership and developing economies;
-Frameworks for understanding and resolving intricate social and resource dilemmas;
The Business case:
-A customised approach to social accounting, reporting and monitoring;
-Understanding return on investment for CSR initiatives.
- Frameworks for engaging leaders in establishing a strategic approach to CSR and sustainability;
CSR, leadership and emerging challenges:
-Sustainability, leadership and developing economies;
-Frameworks for understanding and resolving intricate social and resource dilemmas;
The Business case:
-A customised approach to social accounting, reporting and monitoring;
-Understanding return on investment for CSR initiatives.
Modalités
Organization
| Type | Amount of time | Comment | |
|---|---|---|---|
| Présentiel | |||
| Cours magistral | 10,00 | The course combines lectures with interactive class forums. This structure allows for consistent personal feedback. | |
| Travaux dirigés | 6,00 | ||
| Autoformation | |||
| Recherche | 2,00 | ||
| Lecture du manuel de référence | 2,00 | ||
| Travail personnel | |||
| Group Project | 3,00 | Both the presentation and the group assignment will be related to the same topic. The majority of personal work will be allocated to this task. | |
| Charge de travail personnel indicative | 5,00 | ||
| Individual Project | 4,00 | ||
| Overall student workload | 32,00 | ||
Evaluation
- Industry based group assignment: 30%
- Exam: 50%
- Group presentation: 20%
- Exam: 50%
- Group presentation: 20%
| Control type | Duration | Amount | Weighting |
|---|---|---|---|
| Examen (final) | |||
| Examen écrit | 2,00 | 1 | 50,00 |
| Autres | |||
| Projet Collectif | 6,00 | 1 | 30,00 |
| Contrôle continu | |||
| Présentation orale | 2,00 | 1 | 20,00 |
| TOTAL | 100,00 | ||
Ressources
Bibliography
Metcalf, L. and Benn, S. (2013). Leadership for Sustainability: An Evolution of Leadership Ability. Journal of Business Ethics. 112: 369–384 -
Maon F., Lindgreen A. and Swaen, V. (2008), “Thinking of the Organization as a System: The Role of Managerial Perceptions in Developing a Corporate Social Responsibility Strategic Agenda”, Systems Research and Behavioural Science, 25 (3): p.p. 413-426. -
Martin, R.L (2002) The Virtue Matrix: Calculating the Return on Corporate Responsibility. Harvard Business Review . March 2002: p.p. 5-11 -
Porter, M.E and Kramer, M. (2006) Strategy and Society: The Link Between Competitive Advantage and Corporate Social Responsibility. Harvard Business Review. December, 2006: p.p. 78-96 -
Maon F., Lindgreen A. and Swaen, V. (2008), “Thinking of the Organization as a System: The Role of Managerial Perceptions in Developing a Corporate Social Responsibility Strategic Agenda”, Systems Research and Behavioural Science, 25 (3): p.p. 413-426. -
Martin, R.L (2002) The Virtue Matrix: Calculating the Return on Corporate Responsibility. Harvard Business Review . March 2002: p.p. 5-11 -
Porter, M.E and Kramer, M. (2006) Strategy and Society: The Link Between Competitive Advantage and Corporate Social Responsibility. Harvard Business Review. December, 2006: p.p. 78-96 -