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Despite long-standing efforts, higher education's transformation to meet the challenges of the 21st century and foster sustainable development remains elusive, particularly in management education. responsible management education (RME) emphasizes sustainability, ethics, and responsibility in business, yet progress is slow. This book, stemming from the 9th Responsible Management Education Research Conference, explores innovative approaches to RME. The book is divided into three parts, delving into curriculum design and policy directives, teaching methods, and insights from business practice. The book advocates for a paradigm shift in education, emphasizing the need for higher education institutions to embrace sustainable development principles. It provides inspiration for educators and practitioners to incorporate responsible management education into various contexts, aiming to drive positive societal change and shape future leaders with a social impact.

Amid multiple crises and increasing volatility, sustainable development is a pressing concern. Higher Education for Sustainable Development, especially Responsible Management Education (RME), drives transformative change by fostering new perspectives on work, decision-making and leadership. Conferences serve as pivotal sustainability discussion platforms, yet many remain traditional and lack interactive student engagement. This hinders active involvement and collaborative problem-solving. The Global Goals Design Jam, a dynamic, nontraditional format explored in this study offers an alternative approach. By blending design thinking and playful learning and constructivist learning methods, the Global Goals Design Jam offers a space for collaborative and creative Sustainable Development Goals (SDGs) solutions. At the ninth Responsible Management Education Research Conference (RMERC) in September 2022, students from various universities took part in a Global Goals Design Jam. The current prestudy postulates that participation in a Global Goals Design Jam is primarily associated with positive attributes related to emotions and a sense of coherence. The potential for empowering learners to navigate real-world complexities and contribute to sustainability is highlighted, establishing formats like the Global Goals Design Jam as a valuable addition to educational conferences with a sustainability focus. The results also highlight potentials and limitations of the format and provide insights into further research requirements.

In the face of pressing global challenges, the role of educational institutions in fostering responsible management practices has never been more crucial. Drawing on the preceding chapters, this concluding contribution explores the nexus of innovation and social impact within the realm of responsible management education (RME), offering a synthesis of perspectives and strategies for driving positive change at micro-, meso-, and macro level. The authors argue that the frequent inertia of higher education institutions must be overcome with urgent action in reshaping curricula, teaching methodologies, and institutional policies to foster sustainable development and effect positive social impact. The chapter emphasizes the role of innovation in education and the development and diffusion of responsible business practices as a means to catalyze systemic change.

Capitalism is under siege (Porter & Kramer, 2011), and business schools are under fire (Amann et al., 2013). So, management and leadership education in higher education institutions should be reinvented under the more challenging era of capitalism. How then can business schools cope with these challenges and contribute to global endeavor for making sustainable capitalism? In this context, there is thus reason for the following three core concerns that new understanding of management and leadership education is required. First, shortcomings of contemporary capitalism lead to failures of responsible management. Second, ethical failure of management leadership is a pressing issue. Third, academic responsibility under the new capitalism remains unexamined. Based on these three core concerns, we seek to generate inclusive insights into the educational embeddedness of management and leadership members and the consequences of such embeddedness on managerial processes, structures, and outcomes under contemporary capitalism.

This chapter delves into sustainability-related competences in innovation management for further education as part of the European lifelong learning initiative. Despite extensive research in primary and secondary education, adult education often remains overlooked. Competence-based learning is a favored approach to integrating knowledge, skills, and attitudes across various domains. Through thematic analysis and deductive coding, the study examines 72 innovation management-related further education programs conducted in Baden-Württemberg, Germany, between June and December 2022. The findings unequivocally demonstrate the inclusion of sustainability competences in innovation-related further education. Notably, Strategic Competence emerges as the most prevalent, while Normative Competence appears least frequently. This research significantly advances the convergence of further education in innovation management, responsible management education, and competence-based learning, emphasizing the importance of sustainability competences in adult learning contexts. By shedding light on this underexplored domain, the study prompts further exploration and development of sustainable educational practices for lifelong learning.

This chapter focuses on Responsible Research and Innovation (RRI) as a new approach for academic institutions, such as universities and Universities of Applied Sciences (UASs) as organizations based on empirical evidence. A University of Applied Sciences in Switzerland was selected as a case. An analysis of the organization's most representative documents, extensive interviews with employees having expertise in the different RRI keys (public engagement, gender equality/diversity, science education, open access, ethics) and Anticipation, Inclusiveness, Reflexivity, Responsiveness (AIRR) dimensions, as well as a focus group produced interesting insights regarding the discourse and institutionalization of the RRI approach in the organization. Furthermore, the drivers, barriers, best practices, and monitoring of each of the RRI keys and AIRR dimensions were further described. The findings suggest that RRI could be a helpful policy framework at a time that universities are going through a systemic change.

There has been considerable discussion about the poor outcomes of irresponsible management, which are often discussed as being the result of “shortcomings” of contemporary capitalism: runaway self-interest, quarterly focus, elite orientation, volume orientation, and one-pattern capitalism (Kim, 2022). In order to address such shortcomings in business education, particularly with strategy-related modules that were taught with a focus on creating “shareholder value,” the Sustainable Decisions and Organisations (SDO) module was designed by academics as the capstone module for the master of business administration (MBA) program and delivered with the aim of developing capabilities of students to be leaders and future generators of sustainable value for business and society at large. The students participating in the module are shown how a “stakeholder” approach to developing business strategy can lead to more sustainability-oriented value creation. The module addresses how companies can contribute to “sustainability” by aligning their economic/financial, societal, and ecological impacts with limited resources through strategy. This contribution discusses the implementation of this module and demonstrates how students are provided learning opportunities around how sustainability-related issues can be embedded into a business organization's strategy to enhance the organization's performance while addressing risks by working with stakeholders to create value and thus be able to contribute to relevant UN Sustainable Development Goals (SDGs).

In an era of polycrisis, we argue that responsible leaders need to unlearn common thinking patterns imprinted by old (management) paradigms in order to find new solutions to the grand challenges of our time. To be able to overcome the “crisis of the imagination” and spur narratives about more sustainable futures, leaders need to update and restructure their skill sets and invest in developing anticipatory and futures (thinking) skills, as well as futures literacy as a competence. To achieve this on the student level, we also need to rethink business and management education at the university level by challenging the ways we teach, i.e., teaching pedagogics, as well as the content and story we want to tell about the future of management. Thus, with this chapter, we aim to rethink pedagogical methods and tools by introducing educators to potential pathways for equipping students with adequate skills to be able to “use-the-future”. As the process of unlearning is difficult, we argue that we need to venture out of the business discipline and push the barriers of the business and management curriculum so as to be able to further unleash creativity and imagination. To achieve this aim, we propose the integration of methods and approaches from art-related disciplines, such as theater, visual arts, or design, into the business curriculum.

Every organization must deal with new challenges such as automation, digitization, or structural transformation, which requires a highly resilient and engaged workforce to stay competitive. Strong leadership in a firm and specific abilities of the leader are necessary to manage uncertainties and to be able to react to certain changes. Various studies regarding organizations and resilience focus on large enterprises, while studies on small- and medium-sized enterprises (SMEs) are lacking. SMEs account for 99.6% of all companies in Austria and are largely run by entrepreneurial owners and their families. Based on transformational theory, the theory of resilience as well as positive psychology, we investigate five SME owners and their personal resilience in an exploratory study. The owners were selected by purposive sampling with the aim to develop a framework with recommended actions for the personal resilience of SME leaders.