This article explores the contribution a pedagogical approach based in critical theory can make to education for sustainability in business schools. In addition to the regular business and environmental management curriculum that provides tools for incremental improvement, we advocate introducing a radical change perspective aligned more with the “strong” sustainability paradigm. Concepts from critical theory can be usefully employed to bridge weak and strong sustainability paradigms. A critical skillset incorporating reflexivity, critique, and social action/engagement is elaborated and illustrated through the incorporation of these skills in the framing of an environmental management/sustainability elective and through exercises.
Get full access to this article
View all access options for this article.
References
1.
Alvesson, M., & Deetz, S. (1996). Critical theory and postmodernism approaches to organizational studies. In S.R. Clegg, C. Hardy, & W.R. Nord (Eds.), Handbook of organization studies (pp. 191-217). London: Sage.
2.
Alvesson, M., & Willmott, H. (1992). Critical management studies. London: Sage.
3.
Alvesson, M., & Willmott, H. (1996). Making sense of management: A critical introduction. London: Sage.
4.
Daly, H. (1996). Beyond growth: The economics of sustainable development. Boston: Beacon.
5.
Day, R.M., & Arnold, M.B. (1998). The business case for sustainable development. Greener Management International, 23, 69-92.
6.
The Ecologist. (1993). Whose common future? London: Earthscan.
7.
Ehrenfeld, J.R. (1999). Cultural structure and the challenge of sustainability. In K. Sexton, A.A. Marcus, K.W. Easter, & T.D. Burkhardt (Eds.), Better environmental decisions: Strategies for governments, businesses and communities (pp. 223-244). Washington, DC: Island Press.
8.
Elkington, J. (1997). Cannibals with forks: The triple bottom line of 21st century business. Oxford: Capstone.
9.
Elkington, J. (2001). The chrysalis economy: How citizen CEOs and corporations can fuse values and value creation. London: Capstone.
10.
Fineman, S. (1997). Constructing the green manager. British Journal of Management, 8(1), 31-38.
11.
Hardy, C., & Palmer, I. (1999). Pedagogical practice and postmodernist ideas. Journal of Management Education, 23(4), 377-395.
12.
Harvey, D. (1996). Justice, nature and the geography of difference. Oxford: Blackwell.
13.
Hudson, R., & Weaver, P.M. (1997). In search of employment creation via environmental valorisation: Exploring a possible eco-Keynesian future for Europe. Environment and Planning, 29, 1647-1661.
14.
International Institute for Sustainable Development (IISD). (1992). Business strategy for sustainable development. Winnepeg: ISSD.
15.
Levy, D. (1997). Environmental management as political sustainability. Organization and Environment, 10(2), 126-147.
16.
Livesey, S. (2001). Eco-identity as discursive struggle: Royal Dutch/Shell, Brent Spar and Nigeria. Journal of Business Communication, 30(1), 58-91.
17.
Mayhew, N. (1997). Fading to grey: The use and abuse of corporate executives’ “representational power.” In R. Welford (Ed.), Hijacking environmentalism: Corporate responses to sustainable development (pp. 63-95). London: Earthscan.
18.
Mills, A.J., & Simmons, T. (1995). Reading organizational theory: A critical approach. Toronto, Canada: Garamond.
19.
O’Riordan, T. (1991). Environmentalism. London: Pion.
20.
Pearce, D., Markandya, A., & Barbier, E. (1989). Blueprint for a green economy. London: Earthscan.
21.
Porter, M., & van der Linde, C. (1995). Green and competitive: Ending the stalemate. Harvard Business Review, 73(5), 120-129.
22.
Prasad, P., & Caproni, P.J. (1997). Critical theory in the management classroom. Journal of Management Education, 21(3), 284-291.
23.
Reynolds, M. (1998). Reflection and critical reflection in management learning. Management Learning, 29(2), 183-200.
24.
Reynolds, M. (1999). Critical reflection and management education: Rehabilitating less hierarchical approaches. Journal of Management Education, 23(5), 537-553.
25.
Roome, N.J. (1994). The environmental agenda—Taking responsibility: Management and business. London: Pluto.
26.
Roome, N.J. (1998). Conclusion: Implications for management practice, education, and research. In N.J. Roome (Ed.), Sustainability strategies for industry: The future of corporate practice (pp. 259-276). Washington, DC: Island Press.
27.
Shrivastava, P., & Hart, S. (1995). Creating sustainable corporations. Business Strategy and the Environment, 4, 154-165.
28.
Springett, D.V. (2002). Business conceptions of sustainable development—A perspective from critical theory. In Business strategy and the environment conference proceedings (pp. 389-399). Manchester, UK: Manchester University Press.
29.
Springett, D.V., & Kearins, K. (2001). Gaining legitimacy? Sustainable development in business school curricula. Sustainable Development, 9(4), 213-221.
30.
Starik, M., & Rands, G. (1995). Weaving an integrated web: Multilevel and multisystem perspectives of ecologically sustainable organizations. Academy of Management Review, 20(4), 908-935.
31.
Turner, R.K. (Ed.). (1993). Sustainable environmental economics and management: Principles and practice. London: Belhaven.
32.
Welford, R. (1995). Environmental strategy and sustainable development: The challenge for the 21st century. London: Routledge.
33.
Welford, R. (Ed.). (1997a). Corporate environmental management 2: Culture and organizations. London: Earthscan.
34.
Welford, R. (Ed.). (1997b). Hijacking environmentalism: Corporate responses to sustainable development. London: Earthscan.
35.
Welford, R. (1998). Editorial: Corporate environmental management, technology and sustainable development: Postmodern perspectives and the need for a critical research agenda. Business Strategy and the Environment, 7, 1-12.
36.
Welford, R. (2000). Corporate environmental management 3: Towards sustainable development. London: Earthscan.
37.
World Commission on Environment and Development (WCED). (1987). Our common future (the Brundtland report). Oxford, UK: Oxford University Press.
