sustainable enterprise excellence

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Nov 9, 2013 (3 years and 5 months ago)

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A
ARHUS

S
UMMER
U
NIVERSITY

2013

M
ASTERS
C
OURSE:

S
USTAINABLE
E
NTERPRISE
E
XCELLENCE


KEY

M = Monday,

T = Tuesday,

W = Wednesday,

R = Thursday,

F = Friday

READING MATERIAL: Appears following schedule

NOTE: Order of Material Subject to Change as Course
Evolves

Day

Date

Schedule &
Discussion

Reading
Material

1

W, 17 July

Welcome & Course Overview;

Sustainable Enterprise Excellence (SEE) Overview;

Brainstorming & Team Formation.

1
, 13

2

R, 18 July

Project Management Overview;

Selection of Team Topics.

PowerPoint

3

F, 19 July

Quality Management,
Enterprise Excellence Models & Concepts,
and
the Balanced Scorecard

6, 10, 14


WEEKEND



4

M, 22 July

ISO 14001 and ISO 26001 Standards for Environmental
Management and Social Responsibility

32
,

34
, 4
2

5

T,
23 July

Global Reporting Initiative (GRI), UNGC 10 Principles, and the
Millennium Development Goals (MGD)
.

15 to 29,


6

W, 24 July

A Contemporary View of Sustainability

& Modeling

64, 66
, 70,
71, 72

7

R, 25 July

Corporate Social Responsibility,
Organization Design, and Resilience

41, 47, 49

8

F, 26 July

Sustainability & Innovation

3, 4, 5


WEEKEND



9

M, 29 July

Sustainability & Innovation

7, 8

10

T, 30 July

Sustainability, Design for the Environment
, and Analytics

11, 12
, 54

11

W, 31 July

Sustainability, Innovation & Analytics

1,

2,

3,

9
,

5
1

12

R, 1 August

Sustainability Strategy, Governance & the Firm

36, 37

13

F, 2 August

Sustainability Strategy, Governance & the Firm

9, 10, 14


WEEKEND



14

M, 5 August

Day 1 of Individual
Presentations (9am


1pm)


15

T, 6 August

Day 2 of Individual Presentations (9am


1pm)



7
-
13 AUGUST

Prepare for Exam


No Class Meetings



W, 14 August

09:00


12:00 CET Course Exam Online. May be taken from
anywhere during that period.








NOTE
: Reading in the table below is composed of
recommended

and
optional

elements.



NOTE
: In relation to the provided definition of
Sustainable Enterprise Excellence

(SEE), all students
will be expected to integrate the content and principles of one each of the
GRI documents
,
UNGC
Principles
,
Millennium Development Goals
, and key aspects of both ISO 14001 and ISO 26000
as
part of their individual presentations
of 20 m
inutes each + 10 minutes question & answer
on 14
-
15 August 2013.



NOTE:

Each team will be expected to equally divide the GRI documents, UNGC Principles, MGDs,
and key elements of each of ISO 14001 and ISO 26000 in
such a way
that all elements of each of
the
se are covered by each team.
Deadline
: this must be reported to me by email by the night of 24
July 2013.











All Resources: Electronic Versions Posted at Course Website


SUSTAINABLE ENTERPRISE EXCELLENCE & SOCIAL
-
ECOLOGICAL INNOVATION

1

Modeling

and Assessing Sustainable Enterprise Excellence. R. Edgeman & J. Eskildsen.

Business Strategy & the Environment
, (2013). DOI: 10.1002/bse.1779.

2

Sustainable Enterprise Excellence and the Continuously Relevant & Responsible Organization.

R. Edgeman, A.
Bøllingtoft,
J. Eskildsen, P. Kallehave &
T. Kjærgaard.

International Journal of Social Ecology and Sustainable Development
, 5, pp. pending, 2014.

3

Continuous Relevance & Responsibility: Integration of Sustainability &

Excellence via Innovation.
Journal of Positive Management

3, 1, pp 67
-
81 (2012). J Eskildsen & R Edgeman

4

The C4 Model of People
-
Centered Innovation: Culture, Consciousness, and Customer
-
Centric Co
-
Creation. Rick Edgeman & Jacob Eskildsen.

Journal of
Innovation & Business Best Practice
, Vol 2012, 13p. DOI: 10.5171/2012.361451

5

Viral Innovation: Integration via Sustainability & Enterprise Excellence.

R Edgeman & J

Eskildsen.

Journal of Innovation & Business Best Practice
, Vol 2012, 14p. DOI: 10.5171/
2012.932564

6

A System of Profound Consciousness: Building Beyond Deming. R. Edgeman & L. Fraley.

Total Quality Management & Business Excellence
, 19, 7/8, pp. 683
-
707.

7

Sustainable Innovation through an Entrepreneurship Lens


Andrea L. Larson.

Busine
ss Strategy & the Environment
, 9, pp. 304
-
317 (2000).

8

The Entrepreneur
-
Environment Nexus: Uncertainty, Innovation, and Allocation.

Journal of Business Venturing
, 25, pp. 449
-
463 (2010). J.G. York & S. Venkataraman.

9

Theorizing Firm Ado
ption of
Sustaincentrism. M

Valente.



Organization Studies
, 33, 4, 563
-
591 (2012).

10

Business Models, Business Strategy and Innovation. David J. Teece

Long Range Planning
, 43, pp. 172
-
194, 2010

11

Environmental Priorities in Strategic Product Development.

M.

Simon, S. Poole, A. Sweatman, S. Evans, T. Bhamra & T. McAloone.

Business Strategy & the Environment
, 9, 304
-
317 (2000).

12

Environmental Strategies and Green Product Development: an Overview on Sustainability
-
Driven
Companies. V. Albino, A. Balice & R
.M. Dangelico.

Business Strategy & the Environment
, 18, pp. 83
-
96 (2009).

13

Measuring Organizational Performance: Beyond the Triple Bottom Line. G. Hubbard.

Business Strategy & the Environment
, 18, pp. 177
-
191 (2009).

14

The Sustainability Balanced S
corecard


Linking Sustainability Management to Business Strategy.
Frank Figge, Tobias Hahn, Stefan Schaltegger & Marcus Wagner.

Business Strategy & the Environment
, 11, pp. 269
-
284 (2002).


Global Reporting Initiative

, UNGC 10 Principles, Millennium Development Goals

15

Set of 1
5

Documents Organized Into Single Folder

(
DOCUMENTS 15 to 2
9
)


ISO 26000

SOCIAL RESPONSIBILITY & ISO 14001 ENVIRONMENTAL MANAGEMENT

30

ISO 26000: Business as Usual


Alvara J. de Regil (a
dissenting view of ISO 26000)

31

How Material is ISO 26000 Social Responsibility to Small and Medium
-
Sized Enterprises (SMEs)?
Oshani Perera, Sept. 2008.
International Institute for Sustainable Development
.

3
2

ISO 26000 and Global Governance for Sustainable Development.

International Institute for Environment and Development
. Halina Ward (2012).

33

Adopting Corporate Environmental Management Systems: Motivations and Results of ISO 14001
and EMAS
Certification. David Morrow & Dennis Rondinelli.

European Management Journal
, 20, 2, pp. 159
-
171 (2002).

34

Achieving Sustainability through Attention to Human Resource Factors in Environmental
Management. BF Daily & S Huang.
Int J of Operations &
Production Mgt
, 21, 12, 1539
-
1552 (2001)

35

Geographic Variations in the Early Diffusion of Corporate Voluntary Standards: Comparing ISO
14001 and the Global Compact. E Neumayer.
Environment and Planning A
,
42
,
2, 347
-
365 (2010)




CORPORATE SOCIAL
RESPONSIBILITY, STRATEGY & GOVERNANCE

3
6

Sustainable Enterprise
Excellence: Towards a Framework

for Holistic Data
-
Analytics.

Corporate Governance: the International Journal of Business in Society
. (2014). R. Edgeman.

3
7

Governance for Sustainability. J Elkington.
Corporate Governance
, 14, 6, 522
-
529. (2006).

3
8

Good for Business: the Rise of the Conscious Corporation


Euro RSCG Knowledge Exchange

Andrew Benett, Cavas Gobhai, Ann O’Reilly & Greg Welch.

39

Corporate
Governance and Firm Value: The Impact of Corporate Social Responsibility.

Journal of Business Ethics
, 103, pp. 351
-
383 (2011). H. Jo & M.A. Harjoto.

4
0

Should we Measure Corporate Social Responsibility? Jouni Korhonen.

Corporate Social Responsibility &

Environmental Management
, 10, 25
-
39 (2003)

4
1

Strategy & Society: The Link Between Competitive Advantage and Corporate Social Responsibility.
M. Porter & M. Kramer.
Harvard Business Review
, December 2006, 78
-
93.

4
2

How Corporate Social Responsibility
is Defined: an Analysis of 37 Definitions.

Corporate Social Responsibility & Environmental Management
, 2006, 14pp.

4
3

Incorporating Sustainable Business Practices into Company Strategy. S. Fowler & C. Hope

Business Strategy & the Environment
, 16, pp.
26
-
38 (2007).

4
4

Lean and Green? An Empirical Examination of the Relationship Between Lean Production and
Environmental Performance. Andrew King & Michael Lenox.

Production and Operations Management
, 10, 3, 244
-
256 (2001).


ORGANIZATION DESIGN &
RESILIENCE

4
5

Design of Industrial and Supra
-
Firm Architecture: Growth and Sustainability.

Journal of Organization Design
, 1, 2, 42
-
63. John Mathews

4
6

The Triple Bottom Line: What is it and How does it work? Timothy Slaper

Indiana Business Review
,
Spring 2011, pp. 4
-
9.

4
7

The Quest for Resilience.

Harvard Business Review
, 14 pages, Sept. 2003. G. Hamel & L.

V
ä
likangas.

4
8

Aligning Key Concepts for Global Change Policy: Robustness, Resilience & Sustainability.

Center for the Study of Institutional
Diversity
, CSID Working Paper Series CSID
-
2012
-
002.

J.M. Anderies, Carl Folk, Elinor Ostrom & Brian Walker.

49

Beyond Eco
-
Efficienty: a Resilience Perspective. Jouni Kohhonen & Thomas Seager.

Business Strategy & the Environment
, 17, pp. 411
-
419 (2008).

5
0

Organizational Structure and Effective Environmental Management.

Business Strategy & the Environment
, 98, pp. 108
-
121 (2000).

S Atkinson, A Schaefer & H

Viney.


BIG DATA ANALYTICS & INTELLIGENCE

5
1

Six Sigma Enablement of Sustainable Enterprise
Excellence & Resilience.

Six Sigma Forum
, 12, Issue & pp. pending, 2013. Rick Edgeman

5
2

Big Data: The Next Frontier for Innovation, Competition, and Productivity.

MGI


McKinsey Global Institute
, McKinsey & Company (Full Report). (2011)

5
3

Big
Data: The Next Frontier for Innovation, Competition, and Productivity.

MGI


McKinsey Global Institute
, McKinsey & Company (Executive Summary). (2011)

5
4

Big Data, Analytics and the Path from Insights to Value.

S. LaValle, E. Lesser, R. Shockley,
M.S.
Hopkins & N. Kruschwitz.


MIT Sloan Management Review
, 52, 2 (Winter 2011), pp. 21
-
31.

TALK TO PROFESSOR EDGEMAN ABOUT THIS ARTICLE
.

5
5

Extractive Value from Chaos. John Gantz & David Reinsel. IDC IVIEW (June 2011).




QUALITY &

BUSINESS EXCELLENCE
, BALANCED SCORECARD & LEAN
TRIPLE BOTTOM LINE

56

America’s Malcolm Baldrige National Quality Award Guidelines
.

57

A Modern Framework for Achieving Enterprise Excellence.

International Journal of Lean Six Sigma
, 1, 1, pp. 56
-
65.
D.C. Montgomery.

58

The Balanced Scorecard: Beyong Reports and Rankings

Planning for Higher Education
, Winter 2000
-
2001, pp. 37
-
42. AC Stewart & J Carpenter
-
Hubin

59

Circling Back: Clearing up myths about the Deming Cycle and seeing how it keeps
evolving.

Quality Progress
, November 2010, pp. 22
-
28. RD Moen & CL Norman

60

Quality Improvement Methodologies


PDCA Cycle, RADAR Matrix, DMAIC and DFSS.

Journal of Achievements in Materials and Manufacturing Engineering
, 43, 1, 476
-
483, Nov. 2010.

M. S
okovic, D. Pavletic & K.K. Pipan.

61

The 14 Principles of the Toyota Way: An Executive Summary of the Culture Behind TPS.


SUSTAINABILITY , TRIPLE BOTTOM LINE and
SUPPLY CHAIN MANAGEMENT

6
2

Core Issues in Sustainable Supply Chain Management


a Delphi
Study

Business Strategy & the Environment
, 17: 455
-
466 (2008). S. Seuring & M. M
ü
ller.

63

Enter the Triple Bottom Line. John Elkington.

64

The Sustainability Imperative.
Harvard Business Review
, May 2010, 9pp. D Lubin & D. Esty.

65

The Business of Sustainability: Results and Insights from the First Annual MIT Sloan Management
Review Global Sustainability Survey.
MIT Sloan Management Review
, Fall 2009, pp. 1
-
13.

M Berns, A Townend, Z Khayat, B Balagopal, M Reeves, MS Hopkins & N Kru
schwitz.

66

Sustainability Nears a Tipping Point.
MIT Sloan Management Review
, Winter 2012, 53, 2, 69
-
74.

K Haanaes, M Reeves, I von Strengvelken, M Audretsch, D Kiron & N Kruschwitz.

67

A New Mindset for Corporate Sustainability: A White Paper Sponsored

by BT and Cisco.

D Grayson, Z Jin, M Lemon, MA Rodriguez, S Slaughter & S Tay.

MIT and Cranfield School of Management
, 24 pages (2008).

68

A New Era of Sustainability. UN Global Compact


Accenture CEO Study 2010. June 2010.

Accenture Corporation
,

60 pages. P Lacy, T Cooper, R Hayward & L Neuberger.

69

Sustainability and Sustainability Driven Innovation in Case of LEGO. Masters Thesis.

Karlstad Business School
, 58 pages. Wassie Tsegaye Mezgebu & Getahun Melkamu Firesibhat

70

QFD and the BEST
Paradigm: Deploying Sustainable Solutions. Rick Edgeman & Doug Hensler

World Review of Science, Technology and Sustainable Development
, 2, 1, 49
-
59, 2005.

71

Modeling BEST Business Excellence: the Beginning. Doug Hensler & Rick Edgeman.

Measuring
Business Excellence, 6, 2, pp. 49
-
54, 2002.

72

The A


Chronicle: Ea
rth@Omega or Sustainability@
Alpha? Rick Edgeman & Doug Hensler.

The TQM Journal
, 13, 2, pp. 83
-
90,
2001.

SPECIAL INTEREST READINGS

Kaleidoscopic
View on Social Scientific Global Change
R
esearch in the Netherlands



7
3

Netherlands HDP Committee
.

Designing the Organization for User Innovation.

7
4


Journal of
Organization Design
, 1, 3, 20
-
36. P. Keinz, C. Hienerth, C. Lettl.

Resilient Infrastructure: Improving Your Business Resilience.

7
5

IBM Global Services
, Sept. 2002. G. Goble, H. Fi
elds, R. Cocciara

ISO 26000: Guidance on Social Responsibility


Final Draft.
International Standards Organization
,

7
6

December 2010.
TALK TO PROFESSOR EDGEMAN ABOUT THIS RESOURCE.






Working Definition of Sustainable Enterprise Excellence


Throughout the course we will refer to the following definition of Sustainable Enterprise
Excellence so that all of your work should be conducted with respect to this definition.



Sustainable Enterprise Excellence balances

the complementary and competing
interests of key stakeholder segments, including society and the natural
environment and increases the likelihood of superior and sustainable competitive
positioning and hence long
-
term enterprise success that is defined by continuously
relevant and respon
sible governance, strategy, actions and performance consistent
with high
-
level organizational resilience, robustness and resplendence (R
3
).


This is accomplished through organizational design and function emphasizing
innovation, enterprise intelligence & a
nalytics, operational, supply chain,
customer
-
related, human capital, financial, marketplace, societal, and
environmental performance. Sustainable Enterprise Excellence integrates ethical,
efficient and effective (E3) enterprise governance with 3E (equity,

ecology,
economy) Triple Top Line strategy throughout enterprise culture and activities to
produce Triple Bottom Line 3P (people, planet, profit) performance that are
simultaneously pragmatic, innovative and supportive of R
3
.






A
ARHUS

U
NIVERSITY

I
NTERDISCIPLINARY
C
ENTER
FOR

O
RGANIZATIONAL
A
RCHITECTURE



M
ASTERS
C
OURSE:

S
USTAINABLE
E
NTERPRISE
E
XCELLENCE


TITLE:

SUSTAINABLE ENTERPRISE EXCELLENCE

(
10

ECTS)


A
IM OF

THE

C
OURSE:

Sustainable Enterprise Excellence

builds on the foundations
of quality
management, business excellence modeling, organizational self
-
assessment,
and corporate social & environmental responsibility, using socio
-
environmental
innovation as an integrating theme, while also considering the importance of
organizational design. The

goal of the course is to integrate sustainability and enterprise
excellence theory and methods to provide a single “
sustainable enterprise excellence

approach aimed at joint optimization at the organizational level of the triple bottom line
economic, soc
ietal, and environmental sustainability domains. Course content will be
filtered through business excellence, corporate social & environmental responsibility
(CSER), and quality management lenses.
Useful
, but not required

background for
this c
ourse
includes exposure to quality management and CSER principles.



M
AIN
I
SSUES:

Over the last 30 years

Enterprise Excellence Models (also known as
“Business”, “Performance”, or “Organizational” Excellence Models) have emerged as
highly successful means
of improving both organizational and national competitiveness
.
Dominant among such models are the EFQM Business Excellence Model employed by
the European Quality Award and the Performance Excellence Model underlying
America’s Baldrige National Quality Awar
d. Clear linkage between diligent enterprise
use of such models and subsequent enhanced financial performance has been particularly
well
-
documented. Parallel to the development and use of Enterprise Excellence Models
has been acknowledgement of the importa
nce of enterprise performance across the so
-
called triple bottom line (TBL) domains of economic, societal, and environmental
sustainability, validated in part by the development of international standards ISO 14000
and ISO 26000. Similarly, the rate of glo
bal change and the scope of global challenges
have highlighted the importance of innovation, as broadly conceived. Last, enterprises
tend to perform according to their design. This course presents a unified approach to
assessment of organizational progres
s toward
Sustainable Enterprise Excellence

(SEE),
that is, integrated assessment of enterprise excellence and corporate social &
environmental responsibility. Socio
-
environmental innovation and organizational design
considerations are treated as enablers o
f SEE and hence as providers of impetus in an
organization’s quest to become continuously relevant and responsible. A

team
-
based
project focus

is used to integrate application experience with theoretical knowledge
.
Course content addresses:




Business and P
erformance Excellence Models


Examination & Integration of Principles
& Models underlying the European Quality Award and America’s Baldrige National
Quality Award



United Nations Global Compact (UNGC) Principles



ISO 26000 and Corporate Social Responsibilit
y (CSR)



ISO 14000 and Environmental Responsibility
(EM)



The Global Reporting Initiative (GRI)



Sustainable Enterprise Excellence (SEE)


Integration of Excellence Model, CSR, and
EM Principles



Enterprise Performance and the Balanced Scorecard



Socio
-
Environ
mental Innovation as an Integration of Sustainable Innovation and
Innovation for Sustainability



Springboard to SEE: A Simple Approach to Assessing Sustainable Enterprise Excellence



Advanced SEE Modeling and Assessment



Design Considerations for the Continuo
usly Relevant & Responsible Organization



T
EACHING
M
ETHODOLOGY
:

Course material will mainly be presented as lectures
that will be applied by course participants working

both individually and

in small groups.
Groups will retain the same members throughout the course and will periodically present
their work and ideas during the course.

Course projects will be determined very early in
the course with “real projects” being strongly encouraged.



P
REREQUISITES
:

S
tudents should have a strong process
-
orientation, should generally
be customer
-
focused
, and should have a strong interest in corporate social and
environmental responsibility. Exposure to quality management principles is beneficial.



L
EARNING
O
UTCOMES
:

Upon successful completion of the course participants will
understand
the key issues surrounding corporate social & environmental responsibility
(CSER), enterprise excellence, and globally influential approaches to their assessment,
inclu
ding ISO 14000, ISO 26000, the Global Reporting Initiative, UN Global Compact
Principles, the European Quality Award, and America’s Baldrige National Quality
Award. Further, successful course participants will be integrate these tools and principles
and u
se them to assess organizational progress toward
Sustainable Enterprise Excellence
.
Among the skills and tools those successfully completing the course will become familiar
with
, will understand, and will be able to apply are: GRI approaches, ISO 14000; IS
O
26000; UN Global Compact principles; prominent enterprise excellence models; and
basic and advanced SEE assessment models.



E
XAM &
I
NDIVIDUAL
C
OMPONENTS
:

A three hour written exam will count for
60% of the course grade. The remaining 40% of each student’s grade is associated with a
meaningful and integrated
Sustainable Enterprise Excellence

written report and

final
presentation
. The 40% of the course grade
associated with the
report and presentation

will be divided 20/
20

to
the written rep
ort and final presentation
.
Each team written

report must be in a format to be specified and of length between
2
,000 and
2,5
00 words



not

including references and appendic
es.
Final written reports must be submitted in both
electronic and hard
-
copy format
not later than noon on Monday, 5 August 2013. Final
presentations will be made in class
during the days of 5
-
6 August 2013
.


L
ITERATURE
:



As per separate list of materials provided at the course website.
E
-
Compendium of
Articles & Cases



Supplementary literature &

materials will be
periodically
provided by the
instructor.




Continued on Following Page



SUSTAINABLE ENTERPRISE EXCELLENCE


EVALUATION OF LEARNING OUTCOME: ASSESSMENT CRITERIA



The evaluation of the
Sustainable Enterprise Excellence

course
involves

a significant project
conducted over the duration of the course; written or oral assignments completed during the
course; and
a
TH
REE (3
) HOUR written examination consisting of a case illustrating vari
ous
issues related to the
c
ourse content.

The student is expected to read, analyze, and provide
solutions to those issues on the basis of the course content (lectures, discussions, assi
gned
readings, and coursework).


Students should be able to

Identify high
-
impact projects

Apply and synthesize insights, strategies, tools, and methods addressed in the course

Challenge and critically evaluate models, theories, strategies, tools, and
concepts addressed in the
course


GRADE 12:


The stud
ent demonstrates that she/he:



-

Is able to develop a well
-
thought out and structured business model canvas for their
project that is backed by compelli
ng evidence (proof of concept).

-

Has strong

insight i
nto and understanding of the balanced scorecard and enterprise
excellence models, their criteria, assessment, and their ability to provide keen insight to
organizations that shape future enter
prise strategies and priorities.

-

Has strong insight into and und
erstanding of the 10 Principles of the UN Global
Compact, Global Reporting Initiative, ISO 14000, and ISO 26000 and their ability to
shape Corporate Social & Environmental Responsibility (CSER) policy and practice.

-

Has deep understanding of the
integration of enterprise excellence and CSER principles
and models to yield a unified Sustainable Enterprise Excellence (SEE) model.

-

Has deep understanding of
influence of both innovation for sustainability and sustainable
innovation on SEE.

-

Has deep unde
rstanding and is able to adeptly apply
enterprise excellence, CSER, and
SEE assessment tools.

-

Is able to thoughtfully integrate broad
-
based sustainability (economic, environmental,
and societal)
and enterprise excellence element
s into
organizational design

considerations
.

-

Demonstrates mastery of
advanced tools, techniques, principles, and
strategies addressed
in the course.


GRADE 02:


The student demonstrates overview and knowledge about the issues, theories and models covered
in the course at a minimum ac
ceptable level. The demonstration of the knowledge is not
convincing, the knowledge is partial and the argumentation for the relevance is imprecise.
The
demonstration of ability to integrate the various theories, strategies, and models addressed in the
cou
rse is generally weak.
The student documents some ability to identify, analyze and provide
solutions to the proble
ms covered in the written exam and in the project,
but a considerable level
of uncertainty and lack of precision characterizes the total perfo
rmance.