- Class Number 3350
- Term Code 3030
- Class Info
- Unit Value 6 units
- Topic On-campus
- Mode of Delivery In Person
- Craig Tapper
- Class Dates
- Class Start Date 24/02/2020
- Class End Date 05/06/2020
- Census Date 08/05/2020
- Last Date to Enrol 02/03/2020
In the 21st century, corporations cannot ignore the impact of increasing formal (regulatory) and informal (community) expectations relating to economic, social, and environmental sustainability. This course examines the scope of these expectations, explores the reasons behind these expectations, and evaluates the impact of these expectations on corporations operating in a dynamic competitive environment in a capitalist economy. The course takes the perspective of an individual corporation that wants to: examine both its internal and external environments to determine the range of sustainability issues that it faces; develop strategies for sustainable practices that enhance its competitive position; make a business case to a range of its stakeholders, including owners, for the adoption of those sustainable practices; and understand the principal barriers to the implementation of those practices.
This course aims to promote an understanding, within the context of a capitalist economy, of:
- the importance to each individual corporate entity of corporate sustainability;
- the inter-relationship between the environmental, social, and economic aspects of corporate sustainability;
- key drivers and inhibitors, both external and internal to the corporation, of the environmental and social aspects of corporate sustainability;
- the roles of social and environmental risk, and product and process innovation, in developing corporate sustainability; and
- theoretical and practical constraints on the development of a business case for corporate sustainability;
- and provide an overview of:
- the principal ‘toolkits' currently used by practitioners to recognise and appropriately resolve environmental and social sustainability issues in business; and
- current best practice in corporate sustainability.
Upon successful completion, students will have the knowledge and skills to:
- Identify within the context of economic sustainability, decision-making within a corporation, that relates to evolving natural environmental and social sustainability, and drives pursuit of corporate sustainability;
- Evaluate the link between theory, policy and practice for corporate sustainability;
- Apply knowledge of ethics, ethical standards and values embedded in business decision-making;
- Process information from a wide range of resources and critically analyze for evidence-based decisions;
- Mount the business case for sustainability and communicate to a range of stakeholders, including managers, boards and owners for pursuing corporate sustainability;
Research-led teaching in this course draws on the following key guiding principles (1) the incorporation (where appropriate) of the latest academic and practitioner/applied research (2) the incorporation of contemporary examples of good/poor sustainability and strategic practice as case studies and issues for discussion (3) the requirement for students to reflect on, apply and evaluate contemporary research in applied scenarios and settings (4) the expectation (including in assessments) that students will conduct their own research and initiate discussion of contemporary issues in sustainable strategic management of modern organisations.
Finally, my teaching is informed by research on promoting student learning and sustainable outcomes.
There are no field trips planned.
Additional Course Costs
There are no additional course costs.
Examination Material or equipment
There is no examination.
All students are required to have access to and use the Course Textbook - Chandler D, 2020, Strategic Corporate Social Responsibility: Sustainable Value Creation; 5th Ed. Sage, Thousand Oaks.
A copy of the textbook will be held in the ANU library reserve & short loan collection.
Additional readings will be shared from time to time via Wattle.
It is desirable (but not required) for Students to have access to a laptop or tablet, as well as the ANU wireless network, during class seminars, as workshop activities may draw on online content.
Staff FeedbackStudents will be given feedback in the following forms in this course:
- Written comments
- Verbal comments
- Feedback to the whole class, to groups, to individuals, focus groups
Student FeedbackANU is committed to the demonstration of educational excellence and regularly seeks feedback from students. Students are encouraged to offer feedback directly to their Course Convener or through their College and Course representatives (if applicable). The feedback given in these surveys is anonymous and provides the Colleges, University Education Committee and Academic Board with opportunities to recognise excellent teaching, and opportunities for improvement. The Surveys and Evaluation website provides more information on student surveys at ANU and reports on the feedback provided on ANU courses.
|Week/Session||Summary of Activities||Assessment|
|1||Seminar - Week 1: Introduction to the course. What is corporate sustainability? Textbook (Chandler D, 2020, Strategic Corporate Social Responsibility: Sustainable Value Creation; 5th Ed. Sage, Thousand Oaks) Chapters 1 &2||Course introduction Contemporary issues Defining corporate sustainability Driving forces - Affluence, Sustainability, Globalisation, Communication, Brands)|
|2||Seminar - Week 2: Stakeholders; identity, impacts and engagement Textbook (Chandler D, 2020, Strategic Corporate Social Responsibility: Sustainable Value Creation; 5th Ed. Sage, Thousand Oaks) Chapter 3||Stakeholder theory Stakeholder prioritisation and engagement|
|3||Seminar - Week 3: Corporate Stakeholder Responsibility Textbook (Chandler D, 2020, Strategic Corporate Social Responsibility: Sustainable Value Creation; 5th Ed. Sage, Thousand Oaks) Chapter 4||The role of the corporation/organisation The concepts of Moral Hazard, Shared Value and the social license to operate Stakeholder engagement|
|4||Seminar - Week 4: Making the case for corporate sustainability Readings to be provided in Wattle||The business case Sustainable business strategy Distributive justice Intergenerational justice Due: Quiz 1 (online following Seminar)|
|5||Seminar - Week 5: The Legal case for CSR and Sustainability Textbook (Chandler D, 2020, Strategic Corporate Social Responsibility: Sustainable Value Creation; 5th Ed. Sage, Thousand Oaks) Chapters 5 & 6||Corporate rights & responsibilities Evolution of modern corporations and evolving views of ownership The movement from shareholder to stakeholder perspective|
|6||Seminar - Week 6: The Markets view of CSR and Sustainability Textbook (Chandler D, 2020, Strategic Corporate Social Responsibility: Sustainable Value Creation; 5th Ed. Sage, Thousand Oaks) Chapter 7||The concept of markets and market-driven strategies Strategic outcomes of the organisation (and where does profit fit?) The changing drivers of strategic success The rise of the ethical investment market|
|7||Seminar - Week 7: Issues of compliance and accountability Textbook (Chandler D, 2020, Strategic Corporate Social Responsibility: Sustainable Value Creation; 5th Ed. Sage, Thousand Oaks) Chapter 8||Sustainability Regulation, Benchmarking & Reporting Voluntary and mandatory standards Pricing and measuring CSR costs and outcomes|
|8||Seminar - Week 8: Conceptual models for the way forward: integrating nature, society, and capitalism||The “Five Capitals Framework” Natural Capitalism “The Natural Step” Sustainable Development Goals (SDGs) Paradox theories Due: Case Study Analysis (submitted online using Wattle)|
|9||Seminar - Week 9: Strategy, CSR and Sustainability Textbook (Chandler D, 2020, Strategic Corporate Social Responsibility: Sustainable Value Creation; 5th Ed. Sage, Thousand Oaks) Chapter 9||Values and the organisations vision and mission Strategy formation and execution CSR and sustainability as an external force and an internal outcome|
|10||Seminar - Week 10: Strategic CSR Textbook (Chandler D, 2020, Strategic Corporate Social Responsibility: Sustainable Value Creation; 5th Ed. Sage, Thousand Oaks) Chapter 10||Design strategy for Sustainability Value Creation with a Sustainability lens The long-term driver of sustainable strategy New business and governance models Due: Quiz 2 (online following Seminar)|
|11||Seminar - Week 11: Sustainable organisations Textbook (Chandler D, 2020, Strategic Corporate Social Responsibility: Sustainable Value Creation; 5th Ed. Sage, Thousand Oaks) Chapter 11||What makes a sustainable organization? Sustainability in practice - driving shared value and resilience|
|12||Seminar - Week 12: Taking stock & looking forward: sustainable value creation. Textbook (Chandler D, 2020, Strategic Corporate Social Responsibility: Sustainable Value Creation; 5th Ed. Sage, Thousand Oaks) Chapter 12 & Appendix||Values, morals and business ethics Corporate citizenship The future of the organisation Sustainable leadership Due: Major Project submission|
There are no tutorials for this course.
|Assessment task||Value||Due Date||Return of assessment||Learning Outcomes|
|Online Quiz 1||10 %||19/03/2020||02/04/2020||1|
|Case Study||40 %||30/04/2020||14/05/2020||1,2,3|
|Online Quiz 2||10 %||14/05/2020||21/05/2020||1,2|
|Major Project||40 %||28/05/2020||02/07/2020||1,2,3|
* If the Due Date and Return of Assessment date are blank, see the Assessment Tab for specific Assessment Task details
PoliciesANU has educational policies, procedures and guidelines, which are designed to ensure that staff and students are aware of the University’s academic standards, and implement them. Students are expected to have read the Academic Misconduct Rule before the commencement of their course. Other key policies and guidelines include:
Assessment RequirementsThe ANU is using Turnitin to enhance student citation and referencing techniques, and to assess assignment submissions as a component of the University's approach to managing Academic Integrity. For additional information regarding Turnitin please visit the ANU Online website Students may choose not to submit assessment items through Turnitin. In this instance you will be required to submit, alongside the assessment item itself, hard copies of all references included in the assessment item.
Moderation of AssessmentMarks that are allocated during Semester are to be considered provisional until formalised by the College examiners meeting at the end of each Semester. If appropriate, some moderation of marks might be applied prior to final results being released.
Participation is expected in all classes and assessment.
There is no examination for this course.
Assessment Task 1
Learning Outcomes: 1
Online Quiz 1
The Quiz will test both conceptual understanding of materials discussed in Seminars 1-4 and your ability to relate these to a practical case study scenario (such as a short article from the media discussing contemporary sustainability management issues). The Quiz will be open book and designed to be completed over one hour during class on March 19th. Any student who does not attend the class will be required to provide documentary evidence as to why they could not attend and undertake a supplementary Quiz at some mutually agreed time.
Assessment Task 2
Learning Outcomes: 1,2,3
This is an individual assessment (i.e. not done in teams or groups). You will be asked to individually assess the CSR and sustainability challenges facing an organisation (selected from a range of case studies detailed in the Textbook) and how the principles and practices discussed in the course seminars and reading materials can be related to the case study. The case study will require that you analyse the facts and evidence provided in the case using detailed applications of relevant course models, concepts and frameworks covered in the classroom sessions and in the text book or supplementary readings. The response to the case study analysis should not exceed 2,500 words and is to be submitted via a TurnItIn link provided in Wattle.
More details including the specific case study being assessed and the specific assessment tasks to be completed in the analysis will be made available on Wattle by the end of Week 3.
Assessment Task 3
Learning Outcomes: 1,2
Online Quiz 2
The Quiz will test both conceptual understanding of materials discussed in Seminars 5-10 and your ability to relate these to a practical case study scenario (such as a short article from the media discussing contemporary sustainability management issues. The Quiz will be open book and designed to be completed over one hour during class on May 14th. Any student who does not attend the class will be required to provide documentary evidence as to why they could not attend and undertake a supplementary Quiz at some mutually agreed time.
Assessment Task 4
Learning Outcomes: 1,2,3
In small groups (or as individuals), students will work over the course of the semester to explore, research and analyse a live application, and propose a plan for improving the sustainability of the target business in the future. Students have available to them either (1) their own organisation or one that they know well or (2) an organisation discussed extensively in the media facing specific sustainability challenges. Once again, in small teams/groups you will be tasked to assess and how the principles and practices discussed in the course seminars and reading materials can be related to the organisation that you have selected as the focus for the assessment. You will be required to gather and analyse the facts and evidence using detailed applications of relevant course models, concepts and frameworks covered in the classroom sessions and in the text book or supplementary readings. The major project response should not exceed 5,000 words from the whole team and is to be submitted via a TurnItIn link provided in Wattle.
More details including the target organisation and the specific assessment tasks to be completed in the project report will be made available on Wattle by the end of Week 4.
Academic IntegrityAcademic integrity is a core part of our culture as a community of scholars. At its heart, academic integrity is about behaving ethically. This means that all members of the community commit to honest and responsible scholarly practice and to upholding these values with respect and fairness. The Australian National University commits to embedding the values of academic integrity in our teaching and learning. We ensure that all members of our community understand how to engage in academic work in ways that are consistent with, and actively support academic integrity. The ANU expects staff and students to uphold high standards of academic integrity and act ethically and honestly, to ensure the quality and value of the qualification that you will graduate with. The University has policies and procedures in place to promote academic integrity and manage academic misconduct. Visit the following Academic honesty & plagiarism website for more information about academic integrity and what the ANU considers academic misconduct. The ANU offers a number of services to assist students with their assignments, examinations, and other learning activities. The Academic Skills and Learning Centre offers a number of workshops and seminars that you may find useful for your studies.
Online SubmissionThe ANU uses Turnitin to enhance student citation and referencing techniques, and to assess assignment submissions as a component of the University's approach to managing Academic Integrity. While the use of Turnitin is not mandatory, the ANU highly recommends Turnitin is used by both teaching staff and students. For additional information regarding Turnitin please visit the ANU Online website.
Hardcopy SubmissionFor some forms of assessment (hand written assignments, art works, laboratory notes, etc.) hard copy submission is appropriate when approved by the Associate Dean (Education). Hard copy submissions must utilise the Assignment Cover Sheet. Please keep a copy of tasks completed for your records.
Late submission of assessment tasks without an extension are penalised at the rate of 5% of the possible marks available per working day or part thereof. Late submission of assessment tasks is not accepted after 10 working days after the due date, or on or after the date specified in the course outline for the return of the assessment item.
All requests for extensions to assessment in RSM courses must be submitted to the RSM School Office with a completed application form and supporting documentation. The RSM Extension Application Form and further information on this process can be found at https://www.rsm.anu.edu.au/education/education-programs/notices-for-students/extension-application-procedure/
Referencing RequirementsAccepted academic practice for referencing sources that you use in presentations can be found via the links on the Wattle site, under the file named “ANU and College Policies, Program Information, Student Support Services and Assessment”. Alternatively, you can seek help through the Students Learning Development website.
Please refer to the details for each assessment task.
Extensions and PenaltiesExtensions and late submission of assessment pieces are covered by the Student Assessment (Coursework) Policy and Procedure The Course Convener may grant extensions for assessment pieces that are not examinations or take-home examinations. If you need an extension, you must request an extension in writing on or before the due date. If you have documented and appropriate medical evidence that demonstrates you were not able to request an extension on or before the due date, you may be able to request it after the due date.
Resubmission of Assignments
Unless specified otherwise in the assignment requirements, resubmissions are permitted up until the due date and time, but not allowed afterwards.
Distribution of grades policyAcademic Quality Assurance Committee monitors the performance of students, including attrition, further study and employment rates and grade distribution, and College reports on quality assurance processes for assessment activities, including alignment with national and international disciplinary and interdisciplinary standards, as well as qualification type learning outcomes. Since first semester 1994, ANU uses a grading scale for all courses. This grading scale is used by all academic areas of the University.
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- ANU Health, safety & wellbeing for medical services, counselling, mental health and spiritual support
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