This chapter offers insight into the background and rationale of the Principles for Responsible Management Education (PRME) initiative and traces the development and progress of PRME worldwide. It reviews the broader responsible management education literature, beginning before the 2007 launch of PRME. To support the implementation of PRME at individual institutions, there have been a number of collective activities through the development of PRME Working Groups, Regional Chapters and PRME Champions. PRME is the first organized relationship between the United Nations and management-related academic institutions, business schools and universities and since its official launch in 2007, the initiative has grown to around 650 institutions from over 80 countries across the world. In 2013, PRME launched a two year pilot of the Champions group of 30 experienced and engaged PRME signatories that are committed to working collaboratively to develop and promote activities that address shared barriers to making responsible management education a reality.

Context management

10.4324/9781351284929-2

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Citations (3)

Screening for ovarian cancer. Still controversial, but encouraging.

BMJ (1993)

Nicholas Wald Carole Parkes

10.1136/bmj.306.6893.1684

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Introduction

Routledge eBooks (2017)

Milenko Gudić Carole Parkes Al Rosenbloom

This introduction presents an overview of the key concepts discussed in the subsequent chapters of this book. The book introduces various frameworks for understanding poverty as a complex, multi-dimensional phenomenon. It looks at the challenges, opportunities and solutions regarding the integration of poverty-related issues and topics into course/programme design and delivery. The book describes innovative approaches, which range from the traditional functional and/or integrative courses up to the design of new courses that specifically address the issue of poverty alleviation and/or business opportunities in low-income areas. It suggests that at the course level, poverty-related management education is an ongoing journey, which requires continuous and synchronized innovations in all aspects of management education: content, process, actors involved, and the institutional/organizational arrangements of business schools. The book also describes extracurricular and community-based service learning approaches that encourage students to understand better the contextual, multi-dimensional issues of poverty.

10.4324/9781351285445-1

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Case study 7 Tackling youth unemployment through leadership training: GoBeyond Project

Milenko Gudić Al Rosenbloom Carole Parkes

Youth Unemployment

10.4324/9781351287845-28

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A new framework for embedding sustainability into the business school curriculum

Routledge eBooks (2023)

Petra Molthan‐Hill Carole Parkes Rajul Singh

In this chapter some of the key concepts used in this book and in sustainable management are briefly introduced. Students might find it useful if they want to understand some of the underlying concepts or deepen their knowledge. However, this chapter is mainly written for business and management schools as guidance and a framework on how to embed sustainability into management/business education. Thus, the chapter sets out strategies and processes for embedding sustainability into the curriculum of a business school with ideas about the various approaches they can take and how it can be all combined together. The following questions will be addressed: What structural approaches can be taken by business schools to embed sustainability into the curriculum? (More a question of how it is taught rather than what is taught.) What should be taught/studied? What have been identified as core skills and knowledge in sustainable management? What approaches can be used in developing strategies for both structural and process change at school and curricula level? To address these questions, conceptual frameworks, including the UN-backed Principles for Responsible Management Education (PRME) Transformational Model for embedding sustainability and responsible management into the business and management curriculum, are discussed. These frameworks can be used to assess the current status of how well sustainability is embedded in a business school and how it could be developed further.

10.4324/9781003294665-4

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HRM, ethics and social responsibility - the 'courage to challenge' or a case of the 'bystander effect'?

Carole Parkes

Bystander effect

Courage

Moral courage

Source

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LHCb calorimeters : Technical Design Report

O Omelaenko P. Dalpiaz Z. Guzik E. Spiridenkov P Jarron

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E-HR and international HRM: a critical perspective on the discursive framing of e-HR

The International Journal of Human Resource Management (2014)

Helen Francis Carole Parkes Martin Reddington

In the current global economic climate, international HRM is facing unprecedented pressure to become more innovative, effective and efficient. New discourses are emerging around the application of information technology, with 'e-HR' (electronic-enablement of Human Resources), self-service portals and promises of improved services couched as various HR 'value propositions'. This study explores these issues through our engagement with the emergent stream of 'critical' HRM, the broader study of organizational discourse and ethical management theories. We have found that while there is growing research into the take-up of e-HR applications, there is a dearth of investigation into the impact of e-HR on the people involved; in particular, the (re)structuring of social relations between HR functions and line managers in the move away from face-to-face HR support services, to more technology-mediated 'self-service' relationships. We undertake a close reading of personal narratives from a multinational organization, deploying a critical discourse lens to examine different dimensions of e-HR and raise questions about the strong technocratic framing of the international language of people management, shaping line manager enactment of e-HR duties. We argue for a more reflexive stance in the conceptualization e-HR, and conclude with a discussion about the theoretical and practical implications of our study, limitations and suggestions for future research.

Framing (construction)

Reflexivity

Line management

Technocracy

10.1080/09585192.2013.870309

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Bridging difference – national and organisational adaptation for responsible performance

The International Journal of Human Resource Management (2013)

Ann Davis Carole Parkes Pawan Budhwar

This special issue draws together a selection of articles built around a theme of bridging difference. We argue that the effective transfer of learning across boundaries is crucial in enabling the dissemination of good, and ethical, HR practice. How that transfer might occur, with respect both to the mechanisms to enable or inhibit transfer and to the nature of learning that underpins that transfer, provides the focus of what is discussed here. This is framed against a concern for the nature and future of HRM, in particular its role in ensuring responsible organisational performance.

Theme (computing)

Knowledge Transfer

10.1080/09585192.2013.781429

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