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Our literature review reveals a call for changes in business education to encourage responsible management. The Principles for Responsible Management Education were developed in 2007 under the coordination of the United Nations Global Compact, AACSB International, and other leading academic institutions for the purpose of promoting responsible management in education. Literature review shows that responsible management as such remains undefined. This gap in literature leads potentially to an absence of clarity in research, education, and management, regarding responsible management among scholars and practitioners. The aim of this research is to develop a preliminary definition of responsible management, exploring the use of the term in literature and practice. Its objective is to define the main characteristics of responsible management aimed at creating a platform for discussion so as to help organizations clarify their own vision of responsible management. It builds on preliminary findings from literature review that responsible management remains undefined. As business school students are primary stakeholders in management education and are future management leaders, and as there have not been empirical studies to date that examine business school students' understanding of responsible management, a qualitative study was conducted with European business school students concerning their understanding of the term. A framework summarizing perceptions of responsible management characteristics and broad approach of responsible management definition were created and used to introduce a draft theoretical platform for discussion on this topic.

As social problems become more extensive and diverse, one of the most critical capabilities of social entrepreneurs is connecting and aligning various stakeholders. Social entrepreneurs can solve problems better through collaboration with stakeholders, and this leads to sustainable innovation of society. Accordingly, social entrepreneurship education (SEE) programs should be designed and operated to cultivate social entrepreneurs’ abilities to enhance connectivity with all relevant entities of the social enterprise ecosystem. Consequently, SEE can form ever-growing communities of social entrepreneurs while functioning as innovation hubs for entrepreneurial ecosystems (EEs) evolving on their own. To this end, this study proposes a design and assessment framework for SEE. The framework emphasizes strengthening internal connectivity among SEE program members and external connectivity with outside entities, including universities, firms, government agencies, civil societies, and natural environments. This framework clarifies how and to whom social entrepreneurs should connect throughout the SEE process. This paper analyzes the case of an MBA degree SEE program in Korea using this framework and identifies directions for further improvement of SEE, contributing to the social entrepreneurship and entrepreneurship education literatures by integrating SEE’s key features with social theories of learning and the quintuple helix model for sustainable innovation ecosystems. Practically, our findings provide a useful benchmark to find isolated internal and external entities that need more active interactions to achieve SEE’s purposes.

Using the historical random assignment of MBA students to sections at Harvard Business School (HBS), I explore how executive peer networks can affect managerial decision making. Within an HBS class, firm outcomes are significantly more similar among graduates from the same section than among graduates from different sections, with the strongest effects in executive compensation and acquisitions strategy. I demonstrate the role of ongoing social interactions by showing that peer effects are more than twice as strong in the year following staggered alumni reunions. Supplementary tests suggest that peer influence can operate in ways that do not contribute to firm productivity.

\"The careers of MBAs from a top US business school are studied to understand how career dynamics differ by gender. Although male and female MBAs have nearly identical earnings at the outset of their careers, their earnings soon diverge, with the male earnings advantage reaching almost 60 log points a decade after MBA completion. Three proximate factors account for the large and rising gender gap in earnings: differences in training prior to MBA graduation, differences in career interruptions, and differences in weekly hours. The greater career discontinuity and shorter work hours for female MBAs are largely associated with motherhood.\" Die Untersuchung enthält quantitative Daten. Forschungsmethode: Sekundäranalyse; empirisch; empirisch-quantitativ. Die Untersuchung bezieht sich auf den Zeitraum 1990 bis 2006. (author's abstract, IAB-Doku).

Existing evidence shows that risk aversion and trust are largely determined by environmental factors. We test whether one such factor is peer influence. Using random assignment of MBA students to peer groups and predetermined survey responses of economic attitudes, we find causal evidence of positive peer effects in risk aversion and no effects in trust. After the first year of the MBA program, the difference between an individual and her peers' average risk aversion has shrunk by 41%. Finding no peer effects in trust is consistent with recent research showing that distinct cognitive processes govern risk aversion and trust.

Recent scholarship on the returns to labor market specialization often claims that being specialized is advantageous for job candidates. We argue, in contrast, that a specialist discount may occur in contexts that share three features: strong institutionalized mechanisms, candidate profiles with direct investments that signal their value, and a high supply of focused candidates relative to demand. We then test whether there is a specialist discount for graduating elite MBAs, as it is a labor market that exemplifies these conditions under which we expect specialists to be penalized. Using rich data on two graduating cohorts from a top-tier U.S. business school, we show that elite MBA graduates who established a focused (specialized) market profile of experiences relating to investment banking before and during the program were less likely to receive multiple job offers and were offered less in starting-bonus compensation than similar MBA candidates with no exposure or less-focused exposure to investment banking. Our theory and findings suggest that the oft-documented specialist advantage may be overstated.

We contribute to the literature on firms' responses to institutional pressures and environmental information disclosure. We hypothesize that CEO characteristics such as education and tenure will influence firms' likelihood to voluntarily disclose environmental information. We test our hypotheses by examining firms' responses to the Carbon Disclosure Project (CDP) and find that firms led by newly appointed CEOs and CEOs with MBA degrees are more likely to respond to the CDP, while those led by lawyers are less likely to respond. Our results have implications for research on strategic responses to institutional pressures and corporate environmental performance.

Due to increasing bacterial resistance to antibiotics, surface coatings of medical devices with antimicrobial agents have come to the fore. These surface coatings on medical devices were basically thin coatings that delaminated from the medical devices due to the fluid environment and the biomechanical activities associated with in-service implants. The conventional methods of manufacturing have been used to alloy metal-based antimicrobial (MBA) agents such as Cu with Ti6Al4V to enhance its antibacterial properties but failed to produce intricate shapes. Additive manufacturing technology, such as laser powder bed fusion (LPBF), could be used to produce the Ti6Al4V–xCu alloy with intricate shapes to enhance osseointegration, but have not been successful for texturing the surfaces of the Ti6Al4V–xCu samples at the nanoscale.

PurposeHuman misbehaviors are responsible for climate change as they waste resources and pollute water and air that dilapidate the environment. Considering the fact and contributing to the United Nations sustainable development goals of 2019, organizations started focusing their green HRM practices to develop employees' green attitudes and behaviors. This study is an attempt in this direction. It examines the impact of ethical leadership on individuals' green in-role and extra-role behaviors with the mediating role of green HRM practices and the moderating role of individual green values.Design/methodology/approachThe study collected data from 645 MBA executive students working in various manufacturing industries with at least one year of experience. The data were collected using a questionnaire-based survey in two-time lags.FindingsHypothesized relationships are tested through structural equation modeling. Findings reflected a significant impact of ethical leadership on green HRM practices, in-role, and extra-role green behaviors. Besides, green HRM practices mediated the relationship between ethical leadership and both types of green behaviors. Furthermore, it was observed that the individual green values strengthened the association between green HRM practices and both types of green behaviors.Research limitations/implicationsA cross-sectional design with time lags was used to avoid common method bias. The findings of the study contribute to supply-value-fit theory and validate the scale of individual green value.Practical implicationsThis study guides management that employees only perceive their organizational practices as green when they find their leaders are ethical. Further, considering individual green values in the recruitment process can help organizations accomplishing their green goals.Originality/valueThis study is novel in examining the mediating role of green HRM practices between ethical leadership and green behaviors. Further, the analysis not only validates the scale of individual green values but also noted its moderating role between green HRM and green behaviors.

PurposeThe paper aims to provide a career perspective on self-employment (SE) by focusing on how engaging in SE shapes the career experiences of MBA graduates in a distinct cultural and institutional context.Design/methodology/approachWe thematically analyse interviews with 29 Indian MBA graduates (including 10 women) who have engaged in both SE and salaried employment, using the conservation of resources (COR) theory as the theoretical framework.FindingsParticipants took up SE in a challenging institutional and cultural environment. Resources such as financial stability, social networks and family support enabled participants to pursue SE. Participants noted that the SE experience boosted their psychological resources, providing them with greater confidence, perseverance and self-awareness. Participants observed that SE had a negative impact on subjective career success (SCS) dimensions of financial success and positive work relationships but positively impacted other SCS dimensions such as entrepreneurship, learning and development, positive (social) impact and work–life balance (particularly for women).Research limitations/implicationsParticipants were highly educated with strong social networks from past work experience in a developing economy, so the transferability of the findings to other contexts may be limited.Practical implicationsIndividuals could benefit from considering a broader career canvas that includes SE as a career option. Policymakers should work towards removing institutional barriers and changing cultural perceptions towards SE.Originality/valueOur study is distinct in that it comprises participants who had engaged in both SE and salaried employment during their careers. Few studies have looked at the impact of one employment episode on another. We show that SE episodes can contribute to career sustainability by developing psychological resources.