Who Supports PRME Implementation? An Analysis of Influences on Individual Faculty Commitment to PRME

A sizable scholarly literature has developed which examines initiation and implementation of the Principles for Responsible Management Education (PRME) in higher education. Moving beyond schoollevel work previously done, we develop a model of predictors for individual faculty PRME commitment. We test our model in a small regional business school via a survey of faculty, a review of faculty research interests, and a content analysis of course syllabi. Our findings point to faculty discipline and gender as key predictors of PRME engagement. Implications of these findings for PRME implementation are discussed

Making management (more) relevant: breaking down disciplinary walls and pursuing neglected independent variables

The Walls Project encourages educators to broaden management teaching beyond individual and organizational variables and outcomes to systemic variables and outcomes. Its focus is on discovering independent variables that have social and environmental impacts and are currently neglected. Founded by six individuals who met at a RMLE UnConference in 2017,the Project decided to share pedagogical materials, examine them for commonalities, and present their findings at the MOBTC conference in 2019. This article summarizes these materials with an eye to revealing several variables of consequence, such as socioeconomic status and belief in economic growth, which are studied and taught infrequently in business schools. We suggest that researchers examine business curricula for similar neglected variables, study their impact across systems levels, and then develop them pedagogically to enhance management education that has a social and environmental impact

Gender Factionalization in the Unions and Subsequent Effect on Feminist Reform: The Issue of Comparable Worth

This thesis explores the historical and social roots of this gender factionalization and examines its effects on feminist reform. The author looks specifically at gender factionalization's effect on the comparable worth reform because comparable worth is not necessarily considered to be a clear-cut feminist reform. Although often associated with feminist reform, comparable worth carries the potential for broader social class transformations. It is the author’s contention that, although a feminist reform (defined as a reform originated by women, benefiting women in particular) may not receive complete union support, a feminist reform that is cloaked in a cape of universalistic application will appeal to a much wider constituency. Comparable worth as a reform can be considered both feminist and universal and, therefore, its progress in the unions is understandable. Methodology includes employing Marxian-Engelian theories of class antagonism and oppression and conflict theory, as well as employment of the theoretical foundation of social psychology’s group theory

Relationships Between Nonprofit and For-Profit Organizations: A Stakeholder Perspective

The purpose of this article is to provide a new, more comprehensive stakeholder theory of the relationships between nonprofit, for-profit, and government sectors. This theory combines aspects of neoclassical economics and principal-agency theory to complement the traditional notions that these organizations either compete or exist in a vacuum relative to one another. The article discusses nonprofit organizations that are employee groups (unions and professional associations), shareholders (institutional investors including pension funds and endowments), community and other interest groups, government contractors, competitors, consumers, and suppliers. By viewing these organizations as agents relative to a principal for-profit (or government) organization, it is possible to hypothesize about relationships and behaviors between organizations of different sectors of the economy. This new perspective allows a better understanding of the many relationships observed in the nonprofit sector and of a much greater range of nonprofit stakeholders than is currently possible given existing theory

Nonprofit Trusteeship In Different Contexts

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