Sharing Information on Progress Report July 2012

Principles for Responsible Management Education (PRME)

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FROM THE DEAN

Ivey is pleased to unreservedly renew its commitment to PRME. As the first Canadian business school to join the UN Global Compact, we fully subscribe to the ten Global Compact Principles, as well as the six Principles of Responsible Management Education. Since joining, Ivey has been actively involved with the United Nations Global Compact and looks forward to continued involvement in the years ahead.

Carol Stephenson, DeanRichard Ivey School of BusinessThe University of Western Ontario

THE PRINCIPLES OF RESPONSIBLE MANAGEMENT EDUCATION

As members of an institution of higher education involved in the development of current and future managers, we declare our willingness to progress in the implementation, within our institution, of the following 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.

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.

Principle 3 (Method): We will create educational frameworks, materials, processes and environments that enable effective learning experiences for responsible leadership.

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.

Principle 5 (Partnership): 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.

Principle 6 (Dialogue): We will facilitate and support dialog and debate among educators, business, government, consumers, media, civil society organizations and other interested groups and stakeholders on critical issues related to global social responsibility and sustainability.

We understand that our own organizational practices should serve as example of the values and attitudes we convey to our students.

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IVEY’S MISSION STATEMENT

To develop business leaders who think globally, act strategically and contribute to the societies within which they operate.

THE IVEY PLEDGE

Since the spring of 2004, every graduate of an Ivey degree program takes and signs the Ivey Pledge and receives an individually numbered Ivey Ring to send a clear message to new graduates about their role and responsibility in preserving the strong collective reputation that has been earned since 1922.

The Pledge

I _____, standing before my mentors and my peers, commit myself to venerate the traditions, reputation and integrity of the practice of business. I accept entry into an exclusive network of Ivey Business School Alumni. I acknowledge the responsibilities and value the benefits of being a member of such an association. I will, to the best of my ability, act honourably and ethically in all my dealings,, in the belief and knowledge that doing so will lead to a greater good. I will express my ideas and opinions openly and without reservation, so long as they do not impinge on the rights and freedoms of others, whoever they may be. I will endeavour to act with moral clarity, grace and nobility. I understand that I am now a member of a distinguished community. I will strive to uphold the standing of the community, with special obligation placed n encouraging and championing the pursuits of my fellow members. I will acknowledge my limitations and my mistakes so that I may learn from them. I will continue to seek new knowledge, never resting on past wisdom or successes. Above all, I will aspire to make a positive contribution to my society. I promise to uphold the traditions, integrity and high standards set by those Alumni that came before me. I promise this to myself, my family, my fellow Alumni and my School. I accept this Ivey pledge freely and upon my honor.

ACHIEVEMENTS IN RELATION TO THE IMPLEMENTATION OF THE PRINCIPLES

General overview

Ivey’s case study method, cross-enterprise focus, and Think-Act-Lead orientation equip students with the skills and resources needed to become decision makers and managers in the global economy. It is through these core principles and activities that we prepare MBA students to manage social and environmental issues.

The case method focuses on issues. Case studies immerse students in real-world problems that do not fit into functional silos. It allows students to immediately examine the business world from the perspective of a business person. Social and environmental issues are central to some of these cases. Most cases, however, deal with issues that pertain to a specific discipline, such as accounting, finance, strategy, or marketing. Yet, to address the disciplinary

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issue, social and environmental issues are often at play. Students are encouraged to raise these issues. This method allows a holistic approach to decision making so that it accommodates all aspects of the triple bottom line, rather than focusing strictly on the fiscal bottom line. The discussion moves freely and students are encouraged to think outside the financial box.

Our focus on cross-enterprise leadership helps to ensure that the professors who facilitate the case discussions are open to social and environmental issues. Cross-enterprise leadership encourages students to think about the business issue, in relationship to other functions in the firm, other firms in its network, government, society, and the environment. To facilitate this, several cases in the program are taught with multiple faculty members in the classroom to ensure that students recognize the breadth of issues pertinent to business decisions.

The Ivey in-class experience is a dynamic, high energy learning environment led by a world-class student-oriented faculty team. We encourage students to analyze problems, but we do not end there. We encourage them to Think-Act-Lead, which gives students the skills to make a decision, implement that decision and lead their organizations. This ensures that this knowledge of the social and environmental issues does not remain only an analytical experience, but one that impacts students’ decisions and actions. Through service learning, simulations, and interactions with real world problems our students will incorporate social and environmental issues management in all of their decisions.

Centers and institutes

Engaging Emerging Markets Research CenterEstablished in 2006Number of Faculty Staff: 14Web Address: http://www.ivey.uwo.ca/centres/engaging/Description: The Center's mission is to be a thought leader on how to engage emerging markets. Emerging markets not only encompass a large proportion of the earth's population, they are a major and growing source of economic output.

Lawrence National Center for Policy ManagementEstablished in 2004Number of Faculty Staff: 2Web Address: http://www.ivey.uwo.ca/lawrencecentre/ Description: The Center provides a forum for development of sound public policy. It also aims to foster synergies between corporate directors and fiscal policy, taxation, international trade policy. The center also organizes conferences: The Ontario-Québec Continental Gateway and Trade Corridor: Developing Competitive and Sustainable Transportation Policy Workshop.

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Building Sustainable Value Research Center / Research Network for Business SustainabilityEstablished in 2006Number of Faculty / Staff: 19Web Addresses: http://www.nbs.net and http://www.ivey.uwo.ca/sustainability/Description: The Center's mission is to provide practitioners and students with the knowledge, tools and capabilities to manage both private and public interests effectively through organizational actions, to research organizational issues that simultaneously build private and public value across the enterprise, and to educate students and practitioners in the corporate, non-profit and government sectors to understand the intersection of the private and public sectors. The Research Network connects researchers, teachers and practitioners to facilitate the creation and dissemination of evidence-based research in business sustainability (the simultaneous creation of economic, social and environmental value). It maintains a website with an online database that tracks interests and activities.

Research

Beamish, P.W. & Lawrence, J.T. (2013). Globally Responsible Leadership: Managing According to the UN GLOBAL COMPACT. Thousand Oaks, California: Sage Publications, Inc.

Teaching Corporate Responsibility to aspiring young business leaders is a complex and demanding task. Its constituent pieces reflect ethics at multiple levels: the individual, the corporation and the global society of which all are a part. As technology has made the world smaller and the reach of business ever larger, one of the most difficult tasks facing every business manager has been the absence of international standards of conduct to help guide behavior in this increasingly complex, multicultural work environment. In 2000, the UN established the UN Global Compact which set forth Ten Principles to help guide business behavior and advance the UN’s goal of reducing poverty. With these new guidelines in place and the challenge out to every corporation to abide by them, it seems only right that business schools join in the effort to teach MBAs and aspiring managers how these universal principles affect the way they manage their businesses in the future, especially as demands grow for focus on social as well as economic benefits. This textbook strives to do exactly that. Using the Ten Principles and their four major areas - human rights, labour, the environment and anti-corruption -- as a guide, the book enables educators to structure their teaching in a systematic way that helps students to see the intersection between business and the major global issues of our time, and most critically, how to implement these practices into the day-to-day running of their business. Ideally, it helps them to appreciate that by adhering to these principles, business can be part of the solution, especially in helping to progress the livelihoods of those in emerging markets that fall within their sphere of influence.

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Presentations, workshops and working groups

Beamish, P.W., Global Compact Case Study Opportunities. Presentation at the Global Forum for Responsible Management Education, New Learning Methodologies Session (2A), United Nations Headquarters. New York, December 5, 2008.

As a signatory of the Global Compact (and PRME) each of us has assumed an individual and institutional responsibility to promote the core principles. We each bring different contexts and experiences to bear on how we can do this. From a “case study” perspective, three major opportunities exist – writing Global Compact-relevant cases and teaching notes, using Global Compact-relevant cases when teaching using Global Compact cases as the basis for all or part of a case book or text and / or case book.

Escudero, M., Power, G., Beamish, P.W., Waddock, S. & Cruse, S. Moving upwards in the Global Compact: The board of directors. The first draft of this monograph was presented at the Global Compact Lead (GCLead) Retreat in New York on October 22, 2009. The Global Compact Lead (GCLead) is a platform for leadership of champion companies participating in the Global Compact. The group meets to discuss, with the help of academics, cutting edge aspects of implementation of the Global Compact. This monograph provides preliminary arguments regarding how and, in what specific areas, the engagement of Boards of Directors can act as a crucial reinforcement of the leadership role of CEOs in advancing implementation of corporate citizenship in general and of the Global Compact in particular.

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CURRICULUM

Department: EntrepreneurshipCourse Name: New Venture Creation (Business 9564) Instructor: Stewart Thornhill

The cases used:VanCity Credit Union - Corporate venturing into uncharted waters (IVEY)Pro-Organics (IVEY)Sanabel OrganicsUmpqua Bank: Managing culture and implementing the brand (HBR)

Innovation Challenge: $1 to start venture, have 2 weeks to see how much money they can make, most donate profits to charity after two weeks.

Department: EntrepreneurshipCourse Name: Entrepreneurial Manager (Business 9406) Instructor: Robert Nourse

ZipCar (Harvard) – focus is on short-term rental cars offered in Toronto; to allow people living in urban areas to not have cars while not competing with rental companies, rather providing an alternative.

FabIndia - retail business in India that purchases products made of natural Indian materials by local artisans, help finance artisan projects, and develop/use the available skills and materials.

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.

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.

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Department: FinanceCourse Name: Corporate Financial Reporting (Business 9401) Instructor: Rick Robertson

The cases used include the Omnicom case and the Power of the Auditor case. They contain discussions of compliance, earnings management and the role of the SEC.

Department: FinanceCourse Name: Portfolio Management (Business 9426)Instructor: Steve Foerster

This course deals with how to manage portfolios and touches on the issue of being responsible to shareholders and making responsible investments for them.

Department: Human Resource ManagementCourse Name: Leading People and Organizations (Business 9102)Instructor: Gerard Seijts

- Space shuttle Columbia’s final mission – what went wrong- Johnsonville Sausage – originally top down leadership, but now a much more inclusive organization allowing for more input and bottom up contribution to the company- GE's two decade transformation – how can a company engage and mobilize their employees to become involved in company activities, contribute more to the health and prosperity of company more than just showing up to work every day for eight hours.- Stratford Festival Case - Turnaround at the Stratford Festival - how to deal with issues affecting a cultural institution

Department: Human Resource ManagementCourse Name: Managing People (Business 9411)Instructor: Lyn Purdy

CXP Publishing - alleged sexual harassment within the firm, and what managers should do in this situation.Barling Financial - sexual harassment complaint filed, deals with how management dealt with complaint and discussion surrounds how managers should deal with this type of situation.Nextech - deals with employment equity regarding women, visible minorities, people with disabilities, in terms of salary, promotions, etc.

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Department: Information Technology and Systems (MIS/IT)Course Name: Leveraging Information Technology (Business 9207)Instructor: Nicole Haggerty

Course looks at technology and its place in business and discusses cases that had huge social ramifications.

Waterloo Regional Police Services (SIMS) project – dates back to the Paul Bernardo case. Resulting from a lack of information sharing between police departments, allowing Paul Bernardo to rape women in different jurisdictions and get away with it for a long time due to inability to track pattern across jurisdictions.

Indian Oil – replicate best business practices, but having a hard time doing so due to different regulatory standards and altogether different markets.

University Health Network – medical administration at UHN in Toronto – case if part written and part video. Students help develop and implementation plan – big goal is the reduction of medical errors.

TJX – security breach in US last year, resulting in the biggest breach of personal information in consumer history. Watches the case as it unfolded.

Caregroup – a failure in the Network at Beth Israel hospital in 2002 which brought down communications between applications with the hospital system. Talks about the implications of investing in information technology in order to avoid such problems in the future

Offshoring – cheaper labor elsewhere, which has implication for employment opportunities in North America, social welfare implications here.

Department: MarketingCourse Name: Marketing Products and Services (Business 9205)Instructor: Niraj Dawar

- Hayward & Guzman: Disposable Contact Lenses - consumer-driven pricing; ethical issues of marketing segmentation- Nestles Nescafe Partner's Blend: The Fair-trade Decision - "ethical" coffee - corporate social responsibility issues - taught as cross-enterprise course, from marketing, operations, leadership and IT perspectives.- Bayernwerk A.G.: Responding to Deregulation - A German utility has to decide how to respond to a deregulated electricity market. The issue was whether the product innovation that was developed was ethically marketed.- Medi-Cult: Pricing a Radical Innovation.  

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Department: Organizational BehaviorCourse Name: Negotiating for Leaders (Business 9410)Instructors: Fernando Olivera and Ann Frost

Sessions on labor-management negotiations will discuss ethical behavior in negotiation. Several sessions are spent discussing the Adam Baxter Company/Local 190 (6 separate cases on negotiations in different years).  

Department: Organizational BehaviorCourse Name: International Study Trip

Students go to China, India or Latin America for a two week trip. One intention is to sensitize students to foreign cultures.

Department: Production and Operations ManagementCourse Name: Managing Operations (Business 9204)Instructors: Larry Menor and Rob Klassen

This course covers delivering customer value through operations, Pollution prevention, EMS/ISO 14001, and Cradle to Cradle - we specifically consider product take-back and reverse supply chain. As part of this, we consider green product design.

This course uses the following Case: Interface's Evergreen Services Agreement - supply chain management - integrating environmental management into operations.  

Department: Production and Operations ManagementCourse Name: Global Supply Management (9408)Instructor: Fraser Johnson

Topics include:Trojan Technologies - creating water treatment systemsXerox - looks at supply management taking environment into accountBarilla - customer service and what it takes to make them happy

Department: Public and Non-profit ManagementCourse Name: Private Health Sector Enterprise Strategy (9416)Instructor: Michael Rouse

The course is about delivering positive outcomes for patients. There is a discussion about who is the customer - the insurer, the doctor, or the patient.

Topics include:CentaGenetix - conflict between founder/investors, easy to lose sight of delivering to patient.Amgen's Epogen - commercializing first commercial blockbuster drug

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BLES Biochemicals - profs produce great new treatment for premature babies, captured 90% of Canadian market, lots of interest, but profs don't trust big business people and couldn't afford clinical trials.AstraZeneca - Merger of equals - better together than separateGlaxoSmithKline and AIDS drugs in South Africa - the fight for lives and profits; pressure to give drugs away for free, government responsibility to pay  

Department: Public and Non-profit ManagementCourse Name: Health Care Management (9417)Instructor: Murray Bryant

Health care in UtahChildren's Hospital in BostonDepartment: Public and Non-profit ManagementCourse Name: Managing the Political and Economic Environment (Health Care) (9418)Instructor: Kellie Leitch

This course informs students of the political and economic environment that influences decision-making within the health sector. A particular focus is placed on the motivation factors within government (both political and bureaucratic), as well as the economic drivers that influence decision-making. These motivational factors will be looked at from both the public perspective, as well as the private industry perspective in the Health sector.

Department: StrategyCourse Name: Developing and Executing Strategies (9206)Instructors: Michael Rouse and Mary Crossan

Topics include: Wal-Mart – cross-enterprise case looking at accounting, marketing, operations, IT, finance; talk about corporate responsibility – pricing, moving jobs overseas.US Airline Industry – social – environmentalism, change in people’s perspectives regarding environmental impacts of flying. WestJet – strong corporate culture, receptive to employee concerns, employee-owned company, good employee relations. Lincoln Electric – demonstrate interconnectedness between organization and its environment; employees work on piece work; mainly type A personalities willing to work hard to buy into American dream; wealth distribution. Starbucks – globalization, knocking the little guys out, free trade coffee, sociological reasons for switching to free trade. Bell Canada VoIP – springboard to disruptive business models looking at a case study of a business providing advertising on internet - 90% of profits to charity. White Rose – case about bad decision making leading to the demise of the company - social implications for employees. GE Energy Management – reducing C footprint through reduced energy use in institutions via

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better insulation, HVAC and lighting. Greg Dyke (BBC) – resigned over false reporting in Iraq war, lack of responsibility to report honestly in the media Merck – invest in drug when no market.

Department: StrategyCourse Name: Global Strategy (9421)Instructor: Shih-Fen Chen

Topics covered in this course include managing the cultural environment; serving consumers; managing human resources; and doing business in less developed countries. All these topics have social implications. One class is devoted to International Business Ethics, looking at labor practices, environmental impact, human rights.  

Department: StrategyCourse Name: Corporate Strategy (9431)Instructor: Glenn Rowe

China National Petroleum Corporation - used to frame course; illustrates downsizing versus down scoping; have 1.5M employees - every times they build a town, they pay for everything(hospitals, police, etc); issue is that they want to download this to government; looking at it from an emerging market perspective.

YMCA London - talk about structural issues of the corporation; how should it be structured more appropriately to run daycare, camping, fitness.

Vic Young and Fisheries Products International -fight between new and old boards - not returning enough to shareholders; company effectively dismantled - social overtones - operations in Newfoundland only run 10-14 weeks per year, with employees laid off the rest of the year, but if close plants lose the quota.

Newell Rubbermaid - a bad example of a merger, damaging shareholder wealth.

JOINT DEGREE PROGRAMS

Undergraduate joint degree programs:

At the undergraduate level, among others, Ivey’s HBA Program offers the following joint degree opportunity:

Global Studies: The combined degree programs are administered on behalf of the Richard Ivey School of Business and Huron University College, Faculty of Arts and Social Science, Centre for Global Studies.The combined program is a five-year program leading to a BA in Honors Business Administration (HBA) and a BA (Honors) with Honors Specialization in one of the

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Honors Specialization modules offered in the Centre for Global Studies: Global Development Studies, Global Culture Studies, or Globalization Studies. In Years 1 and 2, students are registered in Huron University College in the Faculty of Arts and Social Science and follow the normal curriculum for the Honors Specialization module. In Year 3, students are registered in the HBA program. Students are registered in the combined program for Years 4 and 5.  Students in the combined program must meet the language requirement for graduation with an Honors Specialization module from the Centre for Global Studies.

Graduate joint degree programs:

At the graduate level, among others, Ivey’s MBA Program offers the following joint degree opportunity:

Ivey MSc / CEMS MIM: Also at the graduate level, Ivey’s MSc Program offers a joint degree opportunity in conjunction with the CEMS Global Alliance. The joint Ivey MSc / CEMS Master of International Management challenges its students to think both broadly and deeply about complex business issues and environments. Explore real life international business challenges using the business case studies and case learning methods that put Ivey on the map. The Program is designed to demonstrate how students can dig deeper to understand how research can be applied to complex global management issues and discover new research opportunities that may still exit. The goal of the Ivey MSc/CEMS MIM is to develop students’ capacity to think critically and creatively, make informed decisions, and to interact and lead effectively in an international environment through experiential learning: international exchanges, consultancy-based international business projects, internships, interactive teaching methods, and skills seminars.

Founded in 1988, CEMS is a strategic alliance of 27 member schools covering 4 continents and 56 multinational corporate partners.  The CEMS Master of International Management (MIM) Program provides a unique blend of education and professional experience for multilingual, multicultural postgraduate students. This designation is exclusively open to the MSc students of CEMS schools and is awarded in conjunction with their home MSc degree.  Ivey is honoured that its MSc Program was selected as the first North American and the exclusive Canadian partner school to join the prestigious CEMS international management education alliance. 

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EMPOWERING BUSINESS EDUCATORS IN DEVELOPING COUNTRIES PROJECT

In July 2010, Ivey Publishing launched the Empowering Business Educators in Developing Countries Project to develop and foster relationships with university professors in the 39 countries with per capita GDP of less than $2,000 per annum (primarily situated in Africa, with additional countries situated in Asia and Central America). The Project was created to coordinate the faculty members’ access to and use of Ivey Publishing's catalogue of teaching case studies at no charge, in order to assist their efforts to educate business students in these impoverished nations. Since the Project was commenced, 543 academic institutions have been invited to participate in the Project and 1,426 faculty members have been registered from the 39 member countries. In order to further heighten awareness of this initiative, Ivey Publishing will be undertaking more aggressive promotional efforts during the next 18-24 months. As an example, a representative will attend the Academy of Management (Africa) Conference in Johannesburg during January 2013 in order to promote the Project among targeted academics in attendance at the Conference.

Preliminary feedback from faculty members registered with the Project suggests that the initiative has the potential to contribute towards filling a very large void in the educational systems of the member countries. As an example, a faculty member from Ethiopia recently reported to us that, like many other educational institutions in sub-Saharan Africa, his institution suffers from a drastic shortage of teaching materials. The business schools associated with these universities are typically housed in old facilities where books and teaching materials are in short supply and out of date. As a result, to date, business education has been focused on developing theoretical knowledge, rather than helping students to develop practical skills by analyzing business issues encountered by managers. Notwithstanding the seemingly bleak prospects for management education in sub-Saharan Africa, our Ethiopian colleague has indicated that the government is working towards expanding the availability of tertiary education. Consistent with this mandate, this faculty member holds great hope for the pedagogical potential offered by case study-based teaching in Ethiopia and he is an active proponent of the “need for a move from the traditional ways of teaching to the one that helps integrate different skills, knowledge and personal experiences.”

CASE STUDIES DEVELOPED AROUND THE GLOBAL COMPACT PRINCIPLES

As an early signatory to the Global Compact and the Principles for Responsible Management Education (PRME), a GC-supported initiative, an immediate question Ivey faced was how the School might further the Global Compact principles, both internally but especially externally. The most obvious solution seemed to be to somehow utilize the Ivey Publishing case

Principle 3

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

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collection. By way of background, Ivey Publishing is the world’s second largest producer and distributor of comprehensive, decision-oriented business case studies. It markets cases produced by Ivey faculty as well as those from individual professors at other institutions. The latter cases go through a review process. The cases are distributed by Ivey and via 18 distributors. There are over 4,000 cases and technical notes in Ivey Publishing’s current collection. Over 364 new cases were registered in 2011. There are over 145,000 people registered with Ivey Publishing (mostly professors), representing 136 countries and 10,000 institutions.

The first action which was taken was to determine how many of the cases in the overall collection could be matched to the Global Compact’s 10 principles. In fact, there seemed to be a large and growing number. By mid-December 2011, there were already over 250 relevant cases in the collection. The next action was to make it easy to locate the cases, by category. The 10 Global Compact principles are organized under four main categories. The categories can be found on the Ivey Publishing website (https://www.iveycases.com/) by clicking on Browse Catalogue (upper left) and then scrolling down to Cases By Theme to “Global Compact Initiative Themes” (subcategories = Anti-Corruption Practices (47), Environmental Sustainability (105), Human Rights (58), Labour Standards (45)).

A very large number of business professors worldwide prefer or are required by their institutions to use textbooks rather than compilations of cases and readings. Recognizing this, as a next action the decision was taken to try and publish a Global Compact-focused case and textbook. To that end, Ivey Professor Paul Beamish and Hult Professor Joanne Lawrence proposed such a book to Sage Publishers. Their proposal was accepted and the co-edited case and textbook was commercially published in March 2012 as part of the Ivey-Sage series.

The 550 page softcover book is entitled “Globally Responsible Leadership: Managing According to the UN Global Compact.” It is made up of eight chapters and 21 Ivey case studies. The book is organized according to the 10 Principles of the Global Compact. It is intended to serve as the basis for a stand-alone course in business schools.

All of the case studies have full teaching notes available at no cost to qualified faculty via Ivey Publishing. The 21 cases included in the book were selected after an exhaustive review of the entire case collection. The eight invited chapters were contributed by faculty members from around the world. A Foreword to the book was provided by the Executive Director of the UN Global Compact.

There will be a number of benefits from the aforementioned initiatives. First, university professors worldwide now have a very large and pre-sorted set of Global Compact-focused case studies which they can select from for use in their teaching programs. Second, there is now a case and textbook available should professors wish to introduce a Global Compact-focused integrated elective course. Third, should faculty members anywhere actually wish to engage in their own Global Compact-focused case writing, they now have a large pool of relevant examples to draw from as potential prototypes.

A sampling of abstracts from some recent case studies published in these four areas follow:

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Labour standards’ case studies:

Bayer CropScience in India (A): Against Child Labor (Ivey Case # 9B10M061) Charles Dhanaraj, Oana Branzei, Satyajeet Subramanian

The case explores value-driven strategy formulation and implementation by bringing to the fore issues of ethics, responsible leadership, social initiatives in emerging markets and the global-local tensions in corporate social responsibility. It examines how Bayer CropScience addressed the issue of child labour in its cotton seed supply chain in rural India between 2002 and 2008. Bayer had been operating in India for more than a century. In December 2002, the Bayer Group completed the acquisition of India-based Aventis CropScience. Bayer CropScience first learned about the incidence and prevalence of the child labour in its newly acquired India-based cotton seed operations a few months post acquisition, in April 2003. The Aventis acquisition had brought onboard a well-known Indian company, Proagro, which already had operations in the cotton seed production and marketing - a new segment of the supply chain for Bayer. Child labour was widespread in cotton seed production - a traditional practice taken for granted not only by Indian farmers but also by several hundred Indian companies then accounting for approximately 90 per cent of the market share. The (A) case focuses on Bayer's decision whether, when and how to launch a self-run program that would take direct responsibility for tracking and eradicating child labour in rural India.

Environment cases:

Carrefour China, Building a Greener Store (Ivey Case # 9B08M048), Andreas P. Schotter, Paul W. Beamish & Robert Klassen.

Carrefour, the second largest retailer in the world, had just announced that it would open its first “Green Store” in Beijing before the 2008 Olympic Games. David Monaco, asset and construction director of Carrefour China, had little experience with green building, and was struggling with how to translate that announcement into specifications for store design and operations. Monaco has to evaluate the situation carefully both from ecological and economic perspectives. In addition, he must take the regulatory and infrastructure situation in China into account, where no official green building standard exists and only few suppliers of energy saving equipment operate. He had already collected energy and cost data from several suppliers, and wondered how this could be used to decide among environmental technology options. Given that at least 150 additional company stores were scheduled for opening or renovation during the next three years in China, the project would have long term implications for Carrefour.

Anti-corruption case studies:

Talisman Energy Inc.: The Decision to Enter Iraq (Ivey Case # 9B09M035), Pratima Bansal, Natalie Slawinski.

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In June 2008, the chief executive officer of Talisman Energy Inc. (Talisman) and his senior executive team met with the company’s board of directors. The purpose of this meeting was to debate Talisman’s proposed entry into the oil-rich Kurdistan region of Iraq. This move was potentially very lucrative for Talisman but was fraught with risks. These risks were exacerbated by Talisman’s previous foray into Sudan; during that expansion Talisman had been accused of complicity in human-rights abuses, stemming from industry-accepted royalties and fees it had paid to the government. This payment of fees was held as an example by public interest groups to allege that Talisman was indirectly funding the Sudanese civil war. Talisman’s reputation had suffered to the point where the ire of investors and U.S. and Canadian governments was sufficient for Talisman to exit Sudan in 2003. There were many questions about the proposed move to Iraq, including the political situation, the views of the U.S. and Canadian government, and especially the US$220 million fee payable to the Kurdistan Regional Government. Should Talisman enter Iraq, and if so, could they avoid experiencing the same outcome as Sudan?

Human Rights’ case studies:

New Balance: Developing an Integrated CSR Strategy (Ivey Case # 9B10M011), Vesela Veleva.

This case focuses on New Balance — a privately held company and the fourth largest athletic footwear manufacturer in the world. Founded over 100 years ago, New Balance has a strong social responsibility culture and mission established by its owners. Its commitment to employees, for example, was expressed through maintaining domestic manufacturing in the United States (the only large footwear manufacturer to do so presently) and avoiding layoffs in the deep recession of 2007-2009. In the late 1990s, the company established the Responsible Leadership Steering Committee to address human rights issues in overseas factories. Throughout the years, private ownership had allowed New Balance to take risks and make choices that publicly held companies might not have been able to do; at the same time, private ownership also meant lower pressures to disclose social and environmental performance. The owners were also very “humble” and hesitant to talk aloud about social responsibility. As a global player, the present challenge for the company has become to move corporate social responsibility (CSR) to the next level — from “doing what’s right” to fully integrating CSR into the business strategy. The overall goal of the case is to use the provided information from a comprehensive company assessment to identify a few key areas where New Balance can focus on and demonstrate industry leadership while also supporting the bottom line. A set of key questions is included at the end of the paper to guide students’ discussion around critical issues for building an integrated CSR strategy for New Balance, considering its culture, structure and present level of corporate citizenship management.

INTERNSHIPS

Community Consulting Projects: Ivey Community Consulting Groups helps local businesses (mainly NPOs) with building sustainable business models. The Community Consulting Project is a program that matches Ivey HBA student teams with local non-profit organizations to undertake pro-bono work developing business plans and other planning initiatives. The projects are completed over a six-week period with teams presenting their findings and report that outline

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specific recommendations addressing business issues. Nine organizations recently took part in the Community Consulting Project. As an example of a project, Ivey student teams recommended a Brain Tumour Awareness Month marketing strategy for Brain Tumour Foundation of Canada (BTFC). The team’s recommendations were credited as adding value to the next steps of BTFC’s project which was designed to help reach the 55,000 Canadians affected by a brain tumour.”

Community Internship Program: The Ivey Connects Community Internship Program is designed to give business students greater awareness of how the community sector operates by giving them an opportunity to work over the summer for a not-for-profit organization in the Toronto or London regions. NPOs will gain strategic decision-making and implementation, and students will gain practical work experience. The program began in 2005 and has funded 19 London non-profit internships to date.

Impact Challenge: The Impact Challenge involves partnerships between local non-profit organizations and adds value to the education of HBA1 students by: (i) enhancing managerial learning through coordination of involvement activities with partner organizations, (ii) introducing students the typical business operations and challenges faced by non-profit organizations, and (iii) providing an opportunity for student bonding, as sections rally around their cause and contribute to their respective partner organizations through involvement and fundraising activities. The Impact Challenge adds value to partnering non-profit organizations by: (i) creating a platform for partner organizations to promote awareness of their respective causes, (ii) providing a group of bright, enthusiastic students who will host a minimum of three events or fundraisers in collaboration with their partner organization over the academic year, and (iii) increasing on-campus exposure of the partner organizations and the services they offer to the community.

STUDENT ACTIVITIES

Ivey Connects: Ivey Connects is a student-led organization working to inspire Ivey students to contribute to the societies in which they operate. Ivey Connects provides students with the opportunity to give their time through volunteerism, their treasure through fundraising, and their talent (management or otherwise) to those in need in the community.

LEADER Project: Ivey students take the case-study method to students of the former Soviet Union and Eastern Bloc countries. Emphasis is on effective action-oriented business practices and decision-making in entrepreneurship. Students also perform business coaching around business plans.

India Teaching Project: Ivey students travel to Mumbai to the Tata Institute of Social Sciences to help teach the curriculum at TISS, to offer entrepreneurship consulting services offering an international business perspective to aspiring students and local businesses, to share learnings in areas of rural and sustainable development. This was the first year, and it will hopefully become an annual project.

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China Teaching Project: The Ivey China Teaching Project offers a unique opportunity for MBA students to positively impact the future business leaders of China. A team of 12 volunteer teachers engages business students in China in case-based learning. It is in its 14th year of operation.

RESEARCH

Bartlett, Christopher A. and Paul W. Beamish, (forthcoming, 2013), Chapter 8 of Transnational Management: Text, Readings and Cases in Cross Border Management, 7/E, Burr Ridge, Illinois, Irwin McGraw-Hill.

Transnational Management focuses on the management challenges associated with developing strategies and managing the operations of companies whose activities stretch across national boundaries. Chapter 8 of the textbook focuses specifically on the evolving global role of transnational firms. Through narrative, cases and readings, the authors explore the range of general approaches that MNEs have employed in responding to developing world needs – namely, transformative, transactional, exploitative and responsive approaches.

Konrad, A.M., Yang, Y., 2012, Is Using Work-Life Interface Benefits a Career-Limiting Move? An Examination of Women, Men, Lone Parents, and Parents with Partners, Journal of Organizational Behavior, Forthcoming.

Using a large national sample based on Workplace and Employee Survey (WES) data collected by Statistics Canada in 2001 and 2002, we examined the effects of employee usage of seven organizational work-life interface benefits on promotions. Analysis predicted promotions in 2002 when number of promotions received by 2001 were controlled. The main effect of using work-life interface benefits on promotions was positive, indicating that using these benefits is not a career-limiting move. Gender, presence of young children, and marital status interacted with the use of work-life interface benefits. Single parents benefitted less than other employees from using work-life interface options. Altogether, these findings suggest that the ongoing positive effects of conservation of time and energy resources for employees outweigh the initial short-term negative effects of signaling and stigmatization.

Wang, T., Bansal, P., 2012, Social Responsibility in New Ventures: Profiting from a Long-Term Orientation, Strategic Management Journal, Forthcoming.

Socially responsible activities help create business value, develop strategic resources, and insure

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.

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against risks, but also cost money and distract management. These prior findings are mainly based on established corporations and may not extend to new ventures, in which the liability of newness may suppress some positive effects and amplify some negative impacts of socially responsible activities. New ventures whose strategic decisions have a long-term orientation, however, are able to counteract their liability of newness and thereby generate net positive economic returns. We tested these relationships by surveying chief executive officers and presidents and studying the signature websites of 149 new ventures.

Ayoko, O., Konrad, A.M., 2012, Leaders’ transformational, conflict and emotional behaviors in culturally diverse workgroups, Equality, Diversity and Inclusion: An International Journal, Forthcoming.

Previous research has shown that diversity is related to both task and relationship conflict in groups. This paper posits that leadership is an important factor for maintaining high group performance and morale under conditions of conflict. We argue that leader conflict management, emotion management, and transformational behaviors determine the impact of conflict on group outcomes. Data from 585 people in 89 work groups showed that diversity increased task conflict but was unrelated to relationship conflict. Both task and relationship conflict were negatively associated with group performance and morale, and effective leadership reduced these negative effects to zero. Findings indicated partial support for our theoretical model predicting that leadership moderates the indirect effect of diversity on group outcomes occurring through the mediator of conflict.

Kothari, A., Rudman, D., Dobbins, M., Rouse, M.J., Sibbald, S., Edwards, N., 2012, The use of tacit and explicit knowledge in public health: A qualitative study, Implementation Science, Forthcoming.

Planning a public health initiative is both a science and an art. Public health practitioners work in a complex, often time constrained environment, where formal research literature can be unavailable or uncertain. Consequently, public health practitioners often draw upon other forms of knowledge. Methods: Through use of one-on-one interviews and focus groups we aimed to gain a better understanding of how tacit knowledge is used to inform program initiatives in public health. This study was designed as a narrative inquiry, which is based on the assumption that we make sense of the world by telling stories. Four public health units were purposively selected for maximum variation, based on geography and academic affiliation. Results: Analysis revealed different ways in which tacit knowledge was used to plan the public health program or initiative, including discovering the opportunity, bringing a team together, and working out program details (such as partnering, funding). Conclusions: The findings of this study demonstrate that tacit knowledge is drawn upon, and embedded within, various stages of the process of program planning in public health. The results will be useful in guiding the development of future knowledge translation strategies for public health organizations and decision makers.

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Sibbald, S., Kothari, A., Rudman, D., Dobbins, M., Rouse, M.J., Edwards, N., Gore, D., 2012, Partnerships in Public Health: Lessons from Knowledge Translation and Program Planning, Canadian Journal of Nursing Research, March, 44(1): 94 - 119.

The purpose of this study was to better understand how partnerships are initiated, maintained, and sustained in public health practice. A qualitative design was employed to conduct individual interviews and focus groups. The participants included practitioners from 6 purposively selected public health units in the Canadian province of Ontario that developed partnerships in program planning. It was found that partnerships play an essential role in program planning but that minimal information is available regarding the partnership process. Most partnerships are formed on an ad hoc basis, with little formalization. Public health professionals rely on their experiential knowledge when seeking out and working with partners. These findings can serve to inform future public health planning and strengthen the formation and maintenance of partnerships in public health and other sectors. Understanding how partnerships are initiated, maintained, and sustained is an important first step in supporting the use of research to advance collaborative public health efforts.

Klassen, R.D., Vereecke, A., 2012, Social Issues in Supply Chains: Capabilities Link Responsibility, Risk (Opportunity) and Performance, International Journal of Production Economics, Forthcoming.

Social issues in the supply chain are defined as product- or process-related aspects of operations that affect human safety, welfare and community development. Drawing from related literatures, basic constructs related to capabilities and risk are defined and used to underpin case research in five multinational firms. This data extended our understanding of three key social management capabilities: monitoring, collaboration, and innovation. Moreover, the field research revealed four key linkages that detail how managers actively can work toward mitigating social risks, creating new opportunities, and improving firm performance. Collectively, these capabilities and linkages establish the basis for an integrative framework and five research propositions.

Valente, M., 2012, Business Sustainability Emebeddedness as a Strategic Imperative: A Process Framework, Business and Society, Forthcoming.

This article examines the dynamic process through which business sustainability becomes embedded as a strategic imperative of the firm. Using inductive theory building on 15 case studies of companies operating in Kenya, Tanzania, South Africa, and Egypt, the author traces an eight-phase process that tracks how firms develop lucrative operational capabilities in response to pervasive contextual issues, how the role of convergent contradiction across the firm and its

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stakeholders precipitates a shift in thinking, and how firms and their stakeholders collectively theorize to develop complementary capabilities, the product of which enables significant economic and social value creation and firm strategic differentiation.

Konrad, A.M., Moore, M.E., Ng, E.S.W., Doherty, A.J., Breward, K., 2012, Temporary work, underemployment and workplace accommodations: Relationship to well-being for workers with disabilities, British Journal of Management, Forthcoming.

This study examines whether employment status and workplace accommodations are associated with perceived well-being among workers with disabilities. Data from the 2006 Participation and Activity Limitation Survey (PALS) conducted by Statistics Canada were used to test the relationship between employment status, receipt of workplace accommodations and well-being. Findings indicated that fully utilized permanent employees showed greater life satisfaction and less perceived disability-related discrimination than either temporary workers or permanent workers who were underemployed. These findings support the theory that inadequate employment is associated with deleterious effects on employee well-being due to inferior need fulfillment and reduced social status. Workplace accommodations were associated with higher levels of well-being for all workers with disabilities and helped to mitigate the negative effects of temporary status and underemployment. These findings supported the theoretical extension of main effect and buffering models of workplace stress to the prediction of perceived workplace discrimination.

Gavronski, I., Klassen, R.D., Vachon, S., Nascimento, L.F.M., 2012, A Learning and Knowledge Approach to Sustainable Operations, International Journal of Production Economics, Forthcoming.

Manufacturing’s choice of environmental technologies is expected to be partly driven by the organizational context and receptivity to new ideas and innovation. More specifically, we hypothesize that the organizational learning and knowledge system of a manufacturing plant tends to favor the adoption of pollution prevention technologies and environmental management systems over pollution control technologies of that plant. The organizational learning and knowledge system is hypothesized to be split in two different stages, organizational learning antecedents and organizational learning processes. The choice of environmental technologies is hypothesized to be partially related to the organizational learning antecedents, and mediated by the organizational learning processes. Survey data exploring these relationships are presented from a sample of manufacturing plants in Canada. We found that the actual trade-off is not only between pollution prevention and pollution control, but also between pollution prevention and environmental management systems. The plant’s social climate and external knowledge exchange are positively related to pollution control, while the stock of knowledge of managers, stock of knowledge of workers, and internal knowledge exchange are negatively related to pollution control. Environmental management systems had the opposite results. These results are counterintuitive, since we expected that all constructs from organizational learning culture would contribute to the choice of pollution prevention and environmental management systems. We found, however, no empirical support for the mediated model, and the organizational learning

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and knowledge system explained very little variance in the choice for pollution control. Our study makes three significant contributions. First, it explains, at least in part, the linkages between the stock of employee knowledge, knowledge exchange and managerial choices of environmental technologies in manufacturing. Second, it refined and validated scales that capture organizational knowledge within operations. Finally, this research highlighted the important role that plant-level social climate has on fostering a greater emphasis on pollution prevention. The managerial implications of this research are twofold. Managers, in order to promote pollution prevention and creating long term value with this kind of technology, should promote both the social climate and the external knowledge exchange in the plant. Managers also should craft their environmental management systems not as a bureaucratic process of documentation and regulatory compliance, or just to fulfill clients’ or parent company requirements, but as a source of process improvement and innovation.

Holburn, G.L.F., 2012, Assessing and Managing Regulatory Risk in Renewable Energy: Contrasts between Canada and the United States Energy Policy, Energy Policy, June, 45: 654 - 665.

A challenge for energy firms when considering new investments is to balance expected financial gains against potential risks. However, while investment opportunities in different jurisdictions are often straightforward to identify, the policy or regulatory risks for investors are more difficult to accurately ascertain. Here I provide a novel conceptual framework for how firms can assess regulatory risk that focuses on the institutional processes governing policy-making. Risks are lower - and policies will subsequently be more stable - in jurisdictions where regulatory agencies have greater autonomy from politicians and where policies are formulated through more ‘rigid’ policy-making processes. The contrasting development patterns of renewable energy policies in Ontario and Texas offer support for the framework. I further develop strategies for how firms can successfully manage regulatory risks in different types of environment.

Valente, M., 2012, Theorizing organizational adoption of sustaincentrism, Organization Studies, April, 33(4): 563 - 591.

In the midst of a fundamental gap between theoretical assertions of a sustaincentric business paradigm and any rigorous empirical examination of its adoption at the firm level, I set out to answer the following two interrelated research questions: (1) How can we identify firms that adopt a sustaincentric paradigm and (2) What explains firm adoption of this paradigm? Based on cross-case comparisons of 12 African firms adopting a reactive, proactive, or sustaincentric orientation to sustainability, I develop a conceptual framework comprised of three interrelated constructs informed by descriptive observations across individual, organizational and interorganizational levels of analysis. Unlike their reactive and proactive counterparts, sustaincentric firms exhibited critical multilevel characteristics that demonstrated capacity for cognitive complexity and linked them closely to a highly interconnected network of external actors, the combination of which enabled the achievement of competitive advantage based on sustaincentrism.

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Valente, M., 2012, Indigenous resource and institutional capital: The role of local context in embedding sustainable community development, Business and Society, Forthcoming.

Although scholars agree that local context is critical in a firm’s commitment to sustainable development, questions remain about how this context plays a role in achieving simultaneous goals of sustainable community development and firm strategic success. By sampling two groups of firms differentiated according to their adoption of a weak or strong orientation to sustainable development, this author searched for relevant explanations from the local context that help to answer this very question. Results point to indigenous resource and institutional capital, the combination of which assists the firm in its ability to embed sustainable development. Whereas more tangible forms of capital assist in the strategy implementation process, less tangible forms of capital influence the strategy formulation process. What is more, firms tended to progress sequentially in the appropriation of these forms of capital as a result of the strengthening of the relationship with contextual stakeholders.

Parker, S.C., Klapper, L., 2011, Gender and the Business Environment for New Firm Creation, World Bank Research Observer, August, 26(2): 237 - 257.

This paper summarizes the extant literature on the relationship between gender and entrepreneurship. We note significant quantitative gender differences in business entry, with male-owned firms heavily prevailing over firms owned by women in many parts of the world. We find that enterprises owned by men and women are generally concentrated in different sectors, women entrepreneurs being better represented in labor intensive sectors such as trade and services rather that capital intensive manufacturing industries. We also observe certain gender differentials in business survival and growth patterns. Yet, an analysis of a large body of literature does not suggest that, in general, the so called `gender gap' in entrepreneurship can be explained by explicit discrimination in laws or regulations. Rather, differences in quantitative and qualitative indicators of business entry and performance can in part be explained by a number of business environment factors that disproportionably affect a women's decision to operate a business in the formal sector. For example, the concentration of women in low-capital intensive industries - which require less funding and at the same time have a lower potential for growth and development - might also be driven by women's barriers to access to finance. Furthermore, women may have relatively less physical and `reputational' collateral than men, which limits their access to financing. Overall, the literature suggests that improvements in the business environment can help promote high-growth female entrepreneurship.

Yang, Y., Konrad, A.M., 2011, Diversity and Organizational Innovation: The Role of Employee Involvement, Journal of Organizational Behavior, November, 32(8): 1062 - 1083.

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This study examined the interactive effects of workplace diversity and employee involvement on organizational innovation. Using a sample of 182 large Canadian organizations, we found a three-way interaction between level of employee involvement, variation in involvement, and racioethnic diversity on innovation. In organizations with high levels of employee involvement, high variation in involvement was associated with higher involvement levels among racioethnic minorities, resulting in a stronger association between diversity and innovation. Furthermore, the association between White employee involvement and innovation was significantly more positive under the condition of high involvement among racioethnic minority group members. Thus, ensuring high levels of involvement among members of historically marginalized racioethnic groups enhances the innovation effects of employee empowerment systems.

Lasry, A., Carter, M., Zaric, G.S., 2011, Allocating funds for HIV/AIDS: a descriptive study of KwaDukuza, South Africa, Health Policy and Planning, January, 26(1): 33 - 42.

We conducted 35 key informant interviews in KwaDukuza. The interview questions addressed specific resource allocation issues while allowing respondents to speak openly about the complexities of the HIV/AIDS resource allocation process. Donors have a large influence on the decision-making process for HIV/AIDS resource allocation. However, advocacy groups, governmental bodies and local communities also play an important role. Political power, culture and ethics are among a set of intangible factors that have a strong influence on HIV/AIDS resource allocation. Formal methods, including needs assessment, best practice approaches, epidemiologic modeling and cost-effectiveness analysis are sometimes used to support the HIV/AIDS resource allocation process. Historical spending patterns are an important consideration in future HIV/AIDS allocation strategies. Several factors and groups influence resource allocation in KwaDukuza. Although formal economic and epidemiologic information is sometimes used, in most cases other factors are more important for resource allocation decision-making. These other factors should be considered in any attempts to improve the resource allocation processes.

Breward, K., Breward, M.C., Higgins, C.A., 2011, Diversity issues in information technology education: The role of cultural values in predicting training preferences and subsequent training effectiveness, Review of Business Research, March, 11(2): 9 - 38.

Due to increased rates of immigration many educators are now responsible for training employees from a broad range of countries. As such it is important to understand both the role of cultural values in predicting training format preferences and how these culturally-based preferences may influence training effectiveness. Previous efforts to study this issue have proven inconclusive, possibly due to serious sampling limitations. This study uses Canadian government data collected from thousands of immigrants who received software application training while working in Canada. The data, based on a specialized government survey, includes a representative sample of organizations and industries. The dependent variables of self-reported training format preferences and time spent using the software application after having received training were both analyzed using numerous techniques. It was concluded that cultural values played a statistically significant but not substantive role in predicting training format preferences

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and subsequent training effectiveness. Interestingly other variables introduced as controls explained a much greater amount of variance in training format preferences. This has important implications for which aspects of diversity educators should focus on when trying to align training with learner preferences.

Malvankar-Mehta, M.S., Zaric, G.S., 2011, Incentives for Optimal Multi-level Allocation of HIV Prevention Resources, INFOR, November, 49(4): 241 - 246.

HIV/AIDS prevention funds are often allocated at multiple levels of decision-making. Optimal allocation of HIV prevention funds maximizes the number of HIV infections averted. However, decision makers often allocate using simple heuristics such as proportional allocation. We evaluate the impact of using incentives to encourage optimal allocation in a two-level decision-making process. We model an incentive based decision-making process consisting of an upper-level decision maker allocating funds to a single lower-level decision maker who then distributes funds to local programs. We assume that the lower-level utility function is linear in the amount of the budget received from the upper-level, the fraction of funds reserved for proportional allocation, and the number of infections averted. We assume that the upper level objective is to maximize the number of infections averted. We illustrate with an example using data from California, U.S.

Bretthauer, K., Heese, H.S., Pun, H., Coe, E., 2011, Blocking in Healthcare Operations: A New Heuristic and an Application, Production and Operations Management, May/June, 20(3): 375 - 391.

We consider the problem of optimal capacity allocation in a hospital setting, where patients pass through a set of units, for example intensive care and acute care, or acute care and post-acute care. If the second stage is full, a patient whose service at the first stage is complete is blocked and cannot leave the first stage. We develop a new heuristic for tandem systems to efficiently evaluate the effects of such blocking on system performance and we demonstrate that this heuristic performs well when compared to exact solutions and other approaches presented in the literature. In addition, we show how our tandem heuristic can be used as a building block to model more complex multi-stage hospital systems with arbitrary patient routing, and we derive insights and actionable capacity strategies for a real hospital system where such blocking occurs between units.

Gavronski, I., Klassen, R.D., Vachon, S., Nascimento, L.F.M., 2011, A Resource-Based View of Green Supply Management, Transportation Research Part E - Logistics and Transportation Review, November, 47(6): 872 - 885.

Companies are being increasingly pressured to consider environmental concerns in their manufacturing activities and, more recently, with regard to their supply bases. Despite the broad range of literature that links performance to both green manufacturing capabilities such as pollution prevention and green supply management (GSM), managers are having difficulties developing a greener supply chain. The objective of this paper is to provide a model for

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development of GSM capabilities. Using the resource-based view of the firm (RBV) as the theoretical background, we postulate that plant resources are positively related to green manufacturing capabilities, which in turn are positively related to GSM capabilities. The data from a survey of a sample of manufacturing plants indicates that a managerial philosophy that includes external knowledge exchange directly supports both greener process management and environmental collaboration with suppliers. However, this managerial philosophy is only indirectly related to supplier selection and monitoring. The managerial implications of these findings are twofold: managers seeking to implement GSM need to view internal investment in green process management as a step toward environmental management of their external supply chains. They also must realize that green process management requires the support of other resources, such as environmental investments and top management commitment.

Radcliffe, V.S., 2011, Public Secrecy in Government Auditing Revisited, Critical Perspectives on Accounting, October, 22(7): 722 - 732.

This paper returns to the topics raised in Radcliffe (2008) 'Public Secrecy in Auditing: What government auditors cannot know.' It presents evidence that Funnel’s critique involves misreading and factual error. Crucially, the 2008 paper focuses on the role of the Auditor of State of Ohio; Funnell criticizes the piece as conflating the role of auditor and politician, as he puts it, policy matters 'are the democratic right of the elected government to determine not an unelected public servant.' This is in conflict with the institutional detail of the case: as is stated at various points in the paper, the Auditor of State of Ohio is directly elected in partisan political elections, one of the many such state auditor positions in the United States that follow this practice. The office holder during the time in question, James Petro, was a Republican politician elected Ohio’s Auditor of State in 1994.

This paper goes on to argue that, notwithstanding these matters, it is naïve to argue that auditors are essentially divorced from the world of politics and policy. Instead, auditors work within discursive frameworks of what is possible in ways that are more nuanced and practical. The paper reviews key elements in a stream of related work that draws on history and fieldwork to support this view and analyses contemporary events related to the operation of public secrecy in auditing, policy and law. The piece closes with discussion of the academic publishing process.

Yang, Y., Konrad, A.M., 2011, Understanding diversity management practices: Implications of institutional theory and resource based theory, Group & Organization Management, February, 36(1): 6 - 38.

Diversity management practices consist of the set of formalized practices developed and implemented by organizations to manage diversity effectively among all organizational stakeholders. We review the extant literature on antecedents and outcomes of diversity management practices. Applying institutional and resource based theories, we develop a research model outlining several possible avenues for future research. We also identify ways that research on diversity management practices has the potential to advance the two theoretical perspectives.

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Wang, Y., Haggerty, N., 2011, Individual Virtual Competence and its Influence on Work Outcomes, Journal of Management Information Systems, Spring, 27(4): 299 - 333.

Witnessing both opportunities and challenges in virtual work arrangements, researchers have explored a number of technological, social and organizational factors in order to improve virtual work effectiveness. However, there is limited understanding of an important element of virtual work, individuals themselves. Our review of the literature indicates that the composition of individual knowledge, skills, and abilities (KSAs) required to work virtually would benefit from further research. In this study, we theoretically and empirically develop the construct of individual virtual competence that captures the key KSAs required to perform effectively in today’s virtualized workplace, within a parsimonious nomological network. Substantiated by its explanatory power on individual perceived performance and satisfaction, individual virtual competence contributes to the literature by acknowledging a distinct workplace competence which can be incorporated in future individual-level studies of virtual phenomena. This research provides managers with a lens to understand differences in individual work outcomes and it provides a lever to developing individuals’ capabilities so as to improve work outcomes.

Maurer, C.C., Bansal, P., Crossan, M.M., 2011, Creating Economic Value Through Social Values: Introducing A Culturally Informed Resource-Based View, Organization Science, March/April, 22(2): 432 - 448.

The Resource-based View (RBV) has historically privileged the firm’s internal resources and capabilities, often at the exclusion of its institutional context. In this paper, we introduce a culturally informed RBV (CRBV) that explains how cultural elements in the firm’s institutional context shape the economic value associated with a firm’s strategy. We posit that a firm’s institutional context may create or destroy economic value. If the strategy inadvertently becomes associated with a social issue, it poses a risk for the firm. Firms that recognize the dynamic interplay between their resources and their institutional context in the face of social issues can engage in important cultural work and, thereby, preserve their strategy’s economic value.

Schotter, A., Beamish, P.W., 2011, General Manager Staffing and Performance in Transition Economy Subsidiaries, International Studies of Management and Organization, 41(2): 57 - 89.

Drawing from institutional theory, we address the issue of local versus expatriate subsidiary CEO staffing decisions of multinational corporations (MNCs) at the sub-national level. Our analysis of 2315 MNC subsidiaries in China shows that foreign direct investment (FDI) legitimacy is a reliable measure of institutional environment differences at the sub-national level and that the commonly used country level measures including institutional distance and cultural distance mask pertinent within-country differences. MNCs that invest in Chinese provinces with lower FDI legitimacy use more local nationals as subsidiary CEOs compared to provinces with higher FDI legitimacy. In provinces with low FDI legitimacy, subsidiaries with local CEOs perform relatively better than subsidiaries with expatriate CEOs. This effect is particularly strong for wholly foreign owned subsidiaries and applies to all provinces except the most developed coastal regions. In provinces with higher levels of FDI legitimacy these effects are reversed.

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Duxbury, L.E., Higgins, C.A., Smart, R., 2011, Elder Care and the Impact of Caregiver Strain on the Health of Employed Caregivers, WORK-A Journal of Prevention Assessment & Rehabilitation, 40(1): 29 - 40.

As the baby-boom generation moves towards middle age, and their parents toward old age, the number of employees who combine care for an elderly dependant and work will increase in number. These employees are 'at risk' of experiencing caregiver strain. This paper advances our understanding of these trends by examining the relationship between caregiver strain and the health of employed caregivers. Participants: Our study involved the analysis of data from the 2001 Canadian National Work, Family and Lifestyle Study (N = 31,517). Methods: MANOVA was used to determine the relationship between caregiver strain and three situational factors: (1) gender; (2) where the care recipient lives compared to the caregiver; and, (3) family type. Regression was used to determine the relationship between caregiver strain and mental health. Results: We found that caregiver strain depends on gender, family type and location of care. Emotional strain was a significant predictor of mental health. Conclusions: These findings support the need for organizations to expand their thinking around work-life balance to include employees who have eldercare responsibilities.

Escudero, M., Power, G., Waddock, S., Beamish, P.W., Cruse, S., 2010, Moving Upwards: The Involvement of Boards of Directors in the UN Global Compact, United Nations Global Compact Lead (GCLead), March.

Mitchell, J.R., Shepherd, D.A., 2010, To Thine Own Self Be True: Images of Self, Images of Opportunity, and Entrepreneurial Action, Journal of Business Venturing, January, 25(1): 138 - 154.

While research in entrepreneurship continues to increase general understanding of the opportunity-recognition process, questions about its nature nonetheless persist. In this study, we seek to complement recent research that relates "the self' to the opportunity-recognition process by deepening understanding of the self vis-A-vis this process. We do this by drawing on the self-representation literature and the decision-making literature to introduce two distinct types of images of self: images of vulnerability and images of capability. In a study of 1936 decisions about hypothetical entrepreneurial opportunities made by 121 executives of technology firms, we then investigate how both types of images of self affect the images of opportunities that underlie opportunity recognition. Our results indicate that both images of self - vulnerability and capability - impact one's images of opportunity.

Branzei, O., Abdelnour, S., 2010, Another Day, Another Dollar: Enterprise Resilience Under Terrorism in Developing Countries, Journal of International Business Studies, June/July, 41(5): 804 - 825.

This study extends the literature on entrepreneurship in developing countries by offering a two-stage explanation for the paradoxical observation that enterprise activities often flourish under

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extreme adversity. Our findings complement the base-of-pyramid and peace-through-commerce attention to the growing role of business in international development by fleshing out the functions of enterprise resilience under terrorism. We first explain how terrorism conditions (outbreak, escalation, and reduction) may create psychological incentives for enterprise resilience; then we show that, controlling for ex ante terrorism conditions, enterprise resilience yields more favorable economic payoffs at higher levels of terrorism, especially for informal entrepreneurs.

Valente, M., Crane, A., 2010, Public Responsibility and Private Enterprise in Developing Countries, California Management Review, Spring, 52(3): 52 - 78.

In developing countries, firms encounter distinct challenges that place them in situations where they take on functions typically handled by the public sector. These functions range from the provision of health care and education for local communities to the development of political capacity and public policy. Drawing on 30 case studies of companies operating in developing regions of the world, this article presents a typology of four strategies that describe the different ways in which firms can engage in public responsibilities. For each strategy, it outlines the key challenges faced by firms along with suggestions for overcoming them. The burdens firms bear in providing services in response to public policy failures are substantial. Only by effectively developing an appropriate strategic orientation can programs be created that add value both to businesses and to the communities in which they operate.

Vachon, S., 2010, International Operations and Sustainable Development: Should National Culture Matter?, Sustainable Development, November/December, 18(6): 350 - 361.

As manufacturers around the world have seen an increasing number of opportunities to produce abroad and to source from low cost regions, they also have had to address growing pressure from non-governmental organizations, consumer groups and even the population in general regarding sustainable development. This paper examines the conjuncture of these two trends by assessing the linkage between national culture and corporate sustainable development practices in 55 countries. The results suggest that two of Hofstede's national culture dimensions are linked to a higher degree of sustainable practices by corporations. In particular, a nation's high degree of individualism and uncertainty avoidance were both related to green corporatism, environmental innovation, fair labor practices and corporate social involvement. The results provide managers with another tool in making decisions about offshoring, global sourcing and international production expansion.

Le Ber, M.J., Branzei, O., 2010, Towards a Critical Theory of Value Creation in Cross-Sector Partnerships, Organization, September, 17(5): 599 - 629.

This paper develops a critical theory of value creation in cross-sector partnerships by recasting value creation from the standpoint of the beneficiary. We first explain how distinct combinations of principles, relations and relational processes set largely non-overlapping foundations for

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conceptualizing the role of the beneficiary in value creation within Marxist, pragmatist and Frankfurt schools of thought. We introduce the construct of beneficiary voice to delineate and illustrate three distinct roles that beneficiaries may play in value creation in cross-sector partnerships: voice-receiving, voice-making and voice-taking. We then focus on the generative tensions to bridge value creation arguments across these three critical theories and thus contribute an overtly socialized and explicitly relational foundation of value creation in cross-sector partnerships.

Valente, M., 2010, Public and Private Partnerships for Sustainable Development in Africa: A Process Framework, Journal of African Business, January, 11(1): 49 - 69.

This study examines the dynamic process through which public/private partnerships result in innovative business models and strategies associated with sustainable development. Using inductive theory building on twelve longitudinal case studies of companies operating in Kenya, Tanzania, South Africa, and Egypt, I trace a comprehensive and cyclical three-phase, multilevel process by which private and public actors develop, leverage, and manage strategic partnerships through the cognitive adjustment of mental models, the development of close relationships, and the collaborative crafting of alternative approaches to operating that result in simultaneous social, ecological, and economic value creation.

Le Ber, M.J., Branzei, O., 2010, (Re)forming Strategic Cross-Sector Partnerships: Relational Processes of Social Innovation, Business and Society, March, 49(1): 140 - 172.

This study explores the relational processes that underpin social innovation within strategic cross-sector partnerships. Using four longitudinal narratives to document the duality of success and failure in strategic collaborations between nonprofit and for-profit organizations, the authors explain how partners navigate this duality: deliberate role (re)calibrations help the partners sustain the momentum for success and overcome temporary failure or crossover from failure to success. The grounded framework models three relational factors that moderate the relationship between role recalibrations and the momentum for success or failure: relational attachment, a personalized reciprocal bond between partners which provides a stabilizing buffer in the face of unexpected contingencies; partner complacency, an insufficient investment which signals temporary misalignments; and partner disillusionment, an erosion of confidence in the other partner's commitment which diagnoses premature failure.

Le Ber, M.J., Branzei, O., 2010, Value Frame Fusion in Cross Sector Interactions, Journal of Business Ethics, July, 94(1): 163 - 195.

Prior research cautions that clashing value creation logics and conflicting identities can stall social innovation in cross sector partnerships and flags inherent incompatibilities between for-profit and nonprofit partners. Process narratives of successful versus unsuccessful cross-sector partnerships paint a more optimistic picture, whereby the frequency, intensity, breadth and depth of interactions may afford frame alignment despite partners’ divergent value creation

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approaches. However, little is known about how cross-sector partners come to recognize and reconcile their divergent value creation frames so they can manage to co-construct social value. Using longitudinal narratives from four dyads, we show that partners initially contrast their sector-embedded diagnostic frames and then work together to deliberately develop partnership-specific prognostic frames. We extend the literature on framing by developing a four-stage model of prognostic frame negotiation, elasticity, plasticity and fusion which unpacks the relational process of value-creation in cross-sector partnerships. Our qualitative analyses further show how partners orchestrate multilevel coordination that helps scaffold and calibrate this relational process of frame fusion.

Moore, M.E., Parkhouse, B., Konrad, A.M., 2010, Women in Sport Management: Advancing the Representation through HRM Structures, Gender in Management: An International Journal, Spring, 25(2): 104 - 118.

The aim of this paper is to examine the effects of organizational characteristics, philosophical support, and substantive human resource management (HRM) programs on promoting gender equality within sport management. Design/methodology/approach – A questionnaire is developed to collect data on philosophical support and HRM practices within sport organizations and sent to 500 collegiate and professional sport organizations in the USA; 196 respondents (39 percent) returned their completed survey forms. Findings – Findings indicate significant confirmatory paths between experiencing a gender discrimination lawsuit and philosophical support (t=-3.14, p<0.05), philosophical support and substantive HRM programs (t=9.56, p<0.05) and philosophical support and representation of female managers (t=2.36, p<0.05). The paper concludes that philosophical support of top managers leads to the development of substantive HRM programs to promote gender equality in sport management and greater female manager representation. Originality/value – The paper provides useful insights into the effect of philosophical support from top managers on HRM programs that promote gender equality in sport management.

Kistruck, G., Beamish, P.W., 2010, The Interplay of Form, Structure, and Embeddedness in Social Intrapreneurship", Entrepreneurship Theory and Practice, July, 34(4): 735 - 761.

The influence of form and structure on social entrepreneurship has received some attention within academe. Yet the perception of form as discrete rather than embedded in organizational history, and structure as an individual, dichotomous choice between simple for-profit and nonprofit alternatives, has painted an incomplete picture. Through a rigorous analysis of ten case studies located within Africa and Latin America involving social intrapreneurship, our findings suggest that cognitive, network, and cultural embeddedness each play an important constraining role that is even more pronounced in organizations that were historically nonprofit in form. However, our results also suggest a variety of decoupled structural approaches which may help mitigate such constraints.

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Awaysheh, A., Klassen, R.D., 2010, Supply Chain Structure and Its Impact on Supplier Socially Responsible Practices, International Journal of Production and Operations Management, 30(12): 1246 - 1268.

This paper seeks to explore the integration of social issues in the management of supply chains from an operations management perspective. Further, this research aims to develop a set of scales to measure multiple dimensions of supplier socially responsible practices. Finally, the paper examines the importance of three dimensions of supply chain structure, namely transparency, dependency and distance, for the adoption of these socially responsible practices. Drawing on literature from several theoretical streams, current best-practice in leading firms and emerging international standards, four dimensions of supplier socially responsible practices were identified. Also, a multi-dimensional conceptualization of supply chain structure, including transparency, dependency and distance, was synthesized from earlier research. Using this conceptual development, a large-scale survey of plant managers in three industries in Canada provided an empirical basis for validating these constructs, and then assessing the relationships between structure and practices. Multi-item scales for each of the four dimensions of supplier socially responsible practices were validated empirically: supplier human rights; supplier labour practices; supplier codes of conduct; and supplier social audits. Increased transparency, as reflected in greater product visibility by the end-consumer was related to increased use of supplier human rights, which in turn can help to protect a firm’s brands. Organizational distance, as measured by the total length of the supply chain (number of tiers in the supply chain), was related to increased use of multiple supplier socially responsible practices. Finally, as the plant was positioned further upstream in the supply chain, managers reported increased use of supplier codes of conduct. As senior managers extend, redesign or restructure their supply chains, the extent to which social issues must be monitored and managed changes. The four categories of supplier socially responsible practices identified help managers characterize their firm’s approach to managing social issues. Furthermore, managers must more actively manage the development of supplier socially responsible practices in their firms when the supply chain has more firms; and when brands have stronger recognition in the marketplace.

Abdelnour, S., Branzei, O., 2010, Fuel-Efficient Stoves for Darfur: The Social Construction of Subsistence Marketplaces, Journal of Business Research, June, 63(6): 617 - 629.

This paper explores the development of market roles and transactions in fuel-efficient stoves in Darfur from 1997 to 2008 as a grounded example of how subsistence markets are socially constructed in post-conflict settings. Using a combination of archival texts, interviews, and real-time discourses by protagonists, this study explains the who, what, why and how of emergent marketplaces by showing how development interventions come to imbue market participants and transactions with socially (re) constructed meanings. The fitful emergence of subsistence marketplaces for fuel-efficient in Darfur is punctuated by development interventions which at times under- or misrepresent market participants and by successes and failures in bringing together trainers, producers, sellers, consumers and users of fuel-efficient stoves. Subsidies and handouts delay and distort the emergence of grassroots demand, choices, and prices; a plurality of competing development interventions re-shape the supply. By the end of 2008, the subsistence

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market for fuel-efficient stoves catches momentum, engaging over 52% of the Darfuri communities in market transactions for the product. As market participants gain voice and influence they reshape the market to favour mud stoves over metal stoves. Reports by several development organizations suggest that among fuel-efficient stove users, 90% use mud models, and 49% of women who own both mud and metal stoves prefer mud stoves.

Moore, M.E., Konrad, A.M., Hunt, J.G., 2010, Creating a vision boosts the impact of top management support on the employment of managers with disabilities: The case of sport organizations in the USA, Equality, Diversity and Inclusion: An International Journal, July/August, 29(6): 609 - 626.

This study examined the effect of top management vision on top management support, practice, and the employment of managers with disabilities within the sport industry. A questionnaire was developed to collect data on perception of top management vision, top management support, supportive practices and representation of managers with disabilities in sport organizations and sent to 500 collegiate and professional sport organizations in the United States. One hundred and ninety-six respondents (39%) returned their completed survey forms, of which one hundred and ninety forms were useable. Data were analyzed using path analysis. The results indicated a significant path between supportive practices and the representation of managers with disabilities (â=.15, p<.05). Top management vision was also shown as a significant positive moderator of the relationship between top management support and supportive practices. Results suggest that top management vision is an important addition to top management support for facilitating the implementation of supportive practices, which in turn, increase the representation of persons with disabilities in managerial positions.

SPEAKERS ON-CAMPUS TO ADDRESS MBA OR UNDERGRADUATE STUDENTS

Paul HillDescription: Paul Hill, MBA’69, received an honorary Doctor of Laws in recognition of his leadership in business and humanitarian efforts at Western University’s Convocation. In his speech, Hill challenged them to always make decisions based on their guiding principles in life. Hill is chair, president and CEO of The Hill Companies, an organization that manages and owns properties. He is also a member of the Ivey Advisory Board.

Principle 5

Partnership -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.

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Kevin JonesDescription: Ivey professor David Sparling and Kevin Jones, President and CEO of The Bloom Centre for Sustainability (BLOOM) shared their findings from their recent forums with leaders from industry, government and academia on strategies to improve water innovation and industry profitability in Ontario’s agri-food sector, and discussed the priorities for enhancing food industry innovation and competitiveness.

Helmi AnsariDescription: Helmi Ansari, MBA ’02, Director Sustainability and Productivity, PepsiCo Foods Canada, shared his insights on the competitive market environment and how his company is implementing sustainability practices to improve its bottom-line.

Craig KielburgerDescription: Craig Kielburger appeared at the Ivey Idea Forum in Toronto to discuss how private sectors and not-for-profit organizations can collaborate to create increased profits and mutual value. Kielburger is a Canadian activist for the rights of children, a leader in the non-profit world and a role model. He is the founder of Free the Children and co-founder of Me-to-We, a social enterprise that donates half its annual profits from selling products such as organic, fair-trade clothing to Free The Children. In 2007, he was named a Member of the Order of Canada by the Governor General of Canada and recently received an honourary Doctor of Law from The University of Western Ontario. To date, Free The Children has built more than 650 schools in Asia, Africa and Latin America and school rooms in developing regions to provide education to more than 55,000 children every day. Kielburger’s leadership has helped to deliver innovative programming that educates, engages and empowers hundreds of thousands of youth in Canada, the United States and the United Kingdom.

Doug BurgoyneDescription: As president and founder of Frogbox, Burgoyne shared the lessons of his journey as part of Ivey’s Corporate Social Responsibility Day where students donated their efforts to benefit ReForest London. Frogbox is a green moving company that provides environmentally-friendly alternatives for traditional moving boxes. For the same price of buying cardboard boxes, customers who are packing and moving can rent recyclable plastic moving boxes that can be reused 400 times. The development of Burgoyne’s business idea was just part of a change in his attitude toward sustainable business models. It has since become a fundamental component of his organization and he only hires people who truly care about the environment. In his eyes, Burgoyne feels it is as a business leader that he can have the biggest impact in creating beneficial change.

Adrienne ClarksonDescription: Former Governor General Adrienne Clarkson was welcomed as a guest speaker to a conference by Ivey School of Business to help formulate sustainable solutions. The educational event also features world-renowned leaders on sustainability from government, business, and academia.

Paul Paolatto, David LePage, Claudia De Simone, Tal DehtiarDescription: The following individuals were invited as speakers at the Social Innovation @ Ivey

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Forum: Paul Paolatto, Executive Director, WORLDiscoveries; David LePage, Program Manager, Enterprising non‐profits; Claudia De Simone, Venture and Fellowship Coordinator, Ashoka Canada; and Tal Dehtiar, Founder, Oliberte ‐ This is Africa.

Mary GentileDescription: Senior Research Scholar at Babson College, Mary Gentile, visited the Ivey School of Business to launch her new book, Giving Voice to Values. The Creator and Director of the Giving Voice to Values curriculum at Babson, and former faculty member of Harvard Business School, shared her insights with Ivey students as an innovator in values-driven leadership. Giving Voice to Values is an innovative business curriculum and action-oriented approach for developing specific leadership skills, knowledge and commitment. The program is designed to help students identify the many ways to voice their values in the workplace. Drawing on the actual experiences of mangers, it equips future business leaders with the knowledge not only to know what is right, but how to make it happen.

Strengthening Higher Education Stakeholder Relations in Africa (University-Industry Linkages Forum): Dan Sinai, Associate Vice President (Research) at the University of Western Ontario, participated in this forum that was co-sponsored by the Association of Universities and Colleges of Canada (AUCC) and the Association of African Universities (AAU) in June 2012. Sinai’s presentation discussed the Canadian experience in developing linkages between universities and industry.

Governor General’s Leadership Conference: Local leaders from a variety of industries gathered at the Richard Ivey School of Business for a session of the Governor General’s Canadian Leadership Conference. Ivey Dean Carol Stephenson hosted the event, which included a panel session with Western University President Amit Chakma; Dr. Gillian Kernaghan, President and CEO of St. Joseph’s Hospital; and former City of London Controller Gord Hume, President of Hume Communications. There was also a reception with GGCLC members and delegates. The GGCLC sessions, which were held at various locations across Canada, explore the relationships between leadership and community.

 Net Impact Conference: Ivey MBAs attended to discuss a vast array of innovative ideas that will create social and environmental values for our future.

Principle 6

Dialogue - We will facilitate and support dialog and debate among educators, business, government, consumers, media, civil society organizations and other interested

groups and stakeholders on critical issues related to global social responsibility and sustainability.

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Ivey "Steering into the Storm" Sustainability Conference: With a combination of awareness and education, the main focus of the “Steering into the Storm” conference was to highlight the growing need for change on both an individual and organizational level. It has been recognized that even the smallest alterations in behavior accumulate into large impacts. The sustainability conference concluded a week-long ecological challenge at Ivey and engaged the public into greater discussions about innovative solutions. The conference and the ecological challenge were a collective effort by Ivey’s student event organizers to involve the entire business school’s community including staff and faculty. Each member was been asked to sign their name and commit to more sustainable practices in their personal lives. The ecological challenge has a goal to result in annual reductions of 15,000,000 L of water, 100 tonnes of waste, and 1,000 tonnes of GHG.

Social Enterprise Day @ Ivey: Ivey hosted a day to incubate & accelerate initiatives that can further strengthen social enterprises. The Social Enterprise for Sustainable Communities project, attendees shared experiences to help incubate & accelerate initiatives that can further strengthen social enterprises in local communities. Pillar Nonprofit Network - along with local partners Richard Ivey School of Business and United Way of London & Middlesex and provincial partners CISED in Ottawa and the Sarnia Community Roundtable - launched the "Social Enterprise for Sustainable Communities" project on November 5, 2010, thanks to a three-year grant from the Ontario Trillium Foundation.

Reforest London Community Action Day: In June 2011, as part of Ivey’s 2011 Corporate Social Responsibility Day. MBA students worked with ReForest London to plant trees and created one-minute video presentations about aspects of community action and involvement.

KEY OBJECTIVES FOR THE NEXT 18-MONTH PERIOD

The Ivey School of Business has identified the following objectives as key initiatives that the School would like to pursue in relation to the following PRME Principles during the next 18 months:

1. The Ivey case collection was made available to universities in the 39 poorest countries in the world at no cost in July 2010 through the Empowering Business Educators in Developing Countries Project. Now, the objective over the next 18 months is to aggressively expand adoption beyond current levels (per PRME Principle 3).

2. Paul W. Beamish will be writing an article for the Academy of Management Learning & Education (AMLE) that will contribute to increasing awareness of Ivey’s Empowering Business Educators in Developing Countries Project (per PRME Principles 4, 5 and 6).

3. Ivey will welcome its second student from Africa into the PhD Program (per PRME Principles 1, 2 and 4)

4. Paul W. Beamish will be supervising the doctoral dissertation work of PhD candidate, Michael A. Sartor, whose thesis will explore the interrelationship between host market corruption and the strategic behaviour of multinational enterprises (per PRME Principles 1 and 4).

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SUSTAINABILITY ON CAMPUS

The University of Western Ontario is a signatory to the Talloires Declaration which was developed in 1990 as a ten-point action plan for incorporating sustainability and environmental literacy in teaching, research, operations and outreach at colleges and universities. Among the countless initiatives that the University has undertaken in furtherance of this Declaration include the following:

Western Environmental System: Western Environmental System (WES) is the single most significant tool in energy consumption on campus. It is an advanced HVAC system that can remotely control campus air systems allowing Physical Plant to schedule the shutdown of service to areas of non-occupancy (ie., evenings and weekends). A large majority of buildings on campus (50+) are supported by the system and each new building is added as they go online. Retrofitting of older buildings will be a gradual upgrade.

Lighting Retrofit: Physical Plant is turning the corner on a five year plan to eliminate inefficient lighting on campus. As the project enters its final years, there is definitely, sustainable light at the end of the tunnel. Energy-saving T8 ballasts are replacing nearly 50,000 T12 fixtures that illuminate the rooms and halls in dozens of campus buildings. According to the figures in the audit, conducted by King Energy Management Inc., the project will pay for itself through energy savings in about three years. The new fixtures are estimated to use at least 30 per cent less energy than that of its predecessor. The new lamps have a lot of advantages. In addition to being more efficient, the quality of light output is much greater.

CFLs in the Residences: All study/desk lights in the residences were replaced. In a cooperative with Housing, Physical Plant, and London Hydro 11, 000 incandescent bulbs were switched out and energy saving compact fluorescent bulbs were put in their place.

Online Academic Calendar: To lessen the impact on the environment, effective February 2009, the Office of the Registrar only produces an online version of the Academic Calendar for students. There was an immediate impact on the environment - we are saving more than 11,040,000 sheets of paper (24,000 copies of the Academic Calendar) this year alone.

Plastic Bags: The Book Store at Western introduced several initiatives to reduce plastic bags and their detrimental effects on the environment:

1. The Book Store gave away reusable shopping bags to new students and parents during Student Academic Orientation, Homecoming and special events. Reusable bags are also sold in the store.

2. The Book Store switched to biodegradable plastic bags, which decompose in 12 to 24 months as opposed to regular plastic bags, which can take decades if not centuries to biodegrade.

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Eateries Reducing Paper & Packaging: Hospitality Services completely eliminated the use of styrofoam from its Residence Dining Halls. New bio-degradable and compostable take-out containers are being phased in. Paper cups are not recyclable and account for a significant amount of waste at Western. A discount, provided to customers who purchase a hot beverage with a travel mug, is helping to promote alternatives to paper cups.

Herbicides / Pesticides: Harmful fungicide and pesticides are used on campus and haven't been for more than a decade. Grounds will be phasing out herbicides for weed control on hard surface (between sidewalk slabs). There is a plan to rely on natural remedies in a conversion to all environmental products. The Ministry of Health and Ministry of Environment have requested that infestations that may harm the public or environment are controllable with chemicals. The process for chemical use is lengthy and requires approval from the government prior to application.