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Corporate social responsibility and sustainability education: A trans-Atlantic comparison

Published online by Cambridge University Press:  02 February 2015

Jeremy Moon  and
Marc Orlitzky
Jeremy Moon
Affiliation:
International Centre for Corporate Social Responsibility, Nottingham University Business School, Nottingham, UK
Marc Orlitzky
Affiliation:
Division of Business and Engineering, Penn State University, Altoona, PA, USA
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Abstract

Using a sample of 72 European and 22 North American educational institutions, we examine the extent to which business schools in North America and Europe are driving educational programs and initiatives in corporate social responsibility and sustainability (CSRS). Drawing on several theoretical perspectives, such as institutional-comparative perspectives and resource dependence theory, the study indicates the increasing prominence of CSRS education in business schools on both continents. It does so through analysis of the extent to which business schools offer (a) dedicated CSRS programs, (b) CSRS tracks and majors, (c) compulsory CSRS classes or modules, and (d) optional CSRS modules across the range of taught programs. Contrary to some previous findings, religious affiliation, public/private status, and program size had only a negligible direct association with schools' commitment to CSRS education. However, business school prestige showed a statistically significant relationship. Finally, the study highlights how European respondents' perceptions concerning the primary drivers and constraints of CSRS initiatives differed from those in North America.

Keywords

corporate citizenshipcorporate responsibilitycorporate social responsibilitycorporate social responsibility and sustainability educationethics educationEuropean Association for Business in Society (EABiS)surveysustainability
Type
Research Article
Information
Journal of Management & Organization , Volume 17 , Issue 5: Educating for Sustainability and CSR: What is the role of business schools? , September 2011 , pp. 583 - 603
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2011

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