[ 515SCSMGNMK20 ] KS Sustainability Management Fundamentals

(*) Unfortunately this information is not available in english.
Workload Education level Study areas Responsible person Hours per week Coordinating university
3 ECTS B1 - Bachelor's programme 1. year Business Administration Erik Hansen 2 hpw Johannes Kepler University Linz
Detailed information
Original study plan Bachelor's programme (*)Betriebswirtschaftslehre 2021W
Objectives This course provides a basic understanding of how environmental and social issues translate into stakeholder, market and regulatory pressures and, ultimately, make companies adopt sustainability management practices. The goal is to a) systematically understand drivers and barriers for sustainability management, b) develop knowledge about various approaches and tools to implement sustainability management practices in organisations, and c) understand the implications of corporate sustainability practices on the entire value chain and the industry/market.
  • Environmental and social pressures
  • UN Sustainable Development Goals
  • Stakeholder management
  • Business case for sustainability
  • Basic environmental strategies: efficiency, consistency and sufficiency
  • Sustainability management in a circular economy
  • Product life-cycle management
  • Environmental and quality management systems
  • From managing the status quo to innovation
  • Collaboration across the value chain (e.g. design for recycling)
  • Co-evolution between market incumbents and pioneers
Criteria for evaluation Exam, exercises
  • Lectures and discussions
  • Practitioner presentation/site visit
Language English or German on demand
Study material Scientific articles, e.g.:

  • Schaltegger, S., Lüdeke-Freund, F., & Hansen, E. G. (2012). Business cases for sustainability: the role of business model innovation for corporate sustainability. International Journal of Innovation and Sustainable Development, 6(2), 95–119.
  • Marcus, J., Kurucz, E. C., & Colbert, B. A. (2010). Conceptions of the Business-Society-Nature Interface: Implications for Management Scholarship. Business & Society, 49(3), 402–438.
  • Hockerts, K., & Wüstenhagen, R. (2010). Greening Goliaths versus emerging Davids — Theorizing about the role of incumbents and new entrants in sustainable entrepreneurship. Journal of Business Venturing, 25(5), 481–492.
  • Mitchell, R. K., Agle, B. R., & Wood, D. J. (1997). Toward a Theory of Stakeholder Identification and Salience: Defining the Principle of Who and What Really Counts. Academy of Management Review, 22(4), 853–886.
  • Spitzeck, H., & Hansen, E. G. (2010). Stakeholder Governance – How do stakeholders influence corporate decision-making? Corporate Governance: International Journal of Business in Society, 10(4), 378–391.
Changing subject? No
On-site course
Maximum number of participants 200
Assignment procedure Assignment according to priority