Menü
Positionsanzeige
Inhalt

[ 515SCSMGNMK20 ] KS Sustainability Management Fundamentals
Versionsauswahl
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 Business Administration 2025W
Learning Outcomes
Competences
Learning Outcomes

Competency to support the implementation of a systematic sustainability management in (for-profit) organizations.

Skills Knowledge
Learning Outcomes

  • LO7: Skill to analyse which sustainability strategies organisations pursue in practice (K4).
  • LO8: Ability to identify and distinguish the basic stakeholder groups of organisations and to analyse their requirements and risks for the organization (K4, K5).
  • LO9: Skill to analyse practices from a product life-cycle perspective (K4).
  • LO10: Initiate and develop collaboration for intra- and inter-organisational cooperation using various formal and informal collaboration structures (K3, K6).
  • LO11: Ability to analyse the impact of entrepreneurial behavior on the market and interpret co-evolutionary processes against evolutionary stages (K4, K5).
Learning Outcomes

  • LO1: Remember specific environmental and social issues that translate into stakeholder, market and regulatory pressures and drivers (K1).
  • LO2: State principle stakeholder groups and understand how these can apply pressure (K1, K2).
  • LO3: Recall the basic sustainability strategies and explain their potential for sustainability management (K1, K2).
  • LO4: Good knowledge of methods and tools to implement sustainability management in organisations (K1).
  • LO5: Describe the purpose of environmental management systems and explain the implementation steps (K1, K2).
  • LO6: Understand the purpose and differences of life cycle management and life cycle assessment (K2).
Criteria for evaluation
  • Exam
  • Exercises
Methods
  • Classic lectures
  • In-class discussions
  • Guest lectures held by business practitioners
Language English or German on demand
Study material
  • 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. https://doi.org/10.1177/0007650310368827.
  • 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. https://doi.org/10.2307/259247 Huber, J. (1995). Nachhaltige Entwicklung durch Suffizienz, Effizienz und Konsistenz. In P. Fritz, J. Huber, & H.-W. Levi (Eds.), Nachhaltigkeit in naturwissenschaftlicher und sozialwissenschaftlicher Perspektive (pp.31–46). Stuttgart: Hirzel; Wiss. Verl.-Ges. ISBN 9783804713932.
  • Umweltgutachterausschuss beim Bundesministerium (UGA). (2020). Einstieg ins Umweltmanagement mit EMAS. Ein Leitfaden für Management und Beauftragte. Berlin. https://www.emas.de/fileadmin/user_upload/4-pub/Leitfaden-EMAS-Einstieg.pdf (accessed: 20.11.2020).
  • United Nations Environment Programme(UNEP). (2004). Why take a life-cycle approach?. Nairobi: United Nations. https://wedocs.unep.org/handle/20.500.11822/7917 (accessed on 08.05.2012).
  • Hansen, E. G., & Schmitt, J. C. (2020). Orchestrating Cradle-to-Cradle Product Innovation Across the Value Chain: Innovation Community Evolution, Collaboration Mechanisms, and Intermediation. Journal of Industrial Ecology, 25(3), 1–21. https://doi.org/10.1111/jiec.13081.
  • 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. https://doi.org/10.1016/j.jbusvent.2009.07.005.
Changing subject? No
On-site course
Maximum number of participants 200
Assignment procedure Assignment according to priority