1 Emergent Oppositions, Dialectics and juxtapositions in the literature in Relation to Business Schools and Responsible Leadership Abstract/scientific knowledge Practice Inward facing Outward facing Private corporate business Wide range of stakeholders Alignment/adherence with rankings Independent/Individual Institutional Identity Mode 1 (disciplinary silos) Mode 2 pluralistic and multi-dimensional Corporate capture Corporate engagement Business as soc. Science linked to values Business as an amoral science Negative view of the human condition Positive/ aspirational view of the human condition Fixed/working on economies of scale Networked and virtually connected

2 Emergent Oppositions, Dialectics and juxtapositions in the literature in Relation to Business Schools and Responsible Leadership Focusing on dynamic between macro and micro Focusing primarily on macro-issues 21st Century thinking and action 20th Century thinking and action Bus Schools addressing inequality/poverty Bus. Schools bolstering narrow view of capitalism, shareholders University as ‘temple’ university as ‘market’ Using rich resources form the humanities using standard texts and case studies

3 References from which the ideas are derivedAdler, N. J. (2006). The Arts & Leadership: Now that we can do anything, what will we do?. Academy of Management Learning & Education, 5(4), Almog-Bareket, G. (2012). Visionary leadership in business schools: an institutional framework. Journal of management development, 31(4), Antonacopoulou, E. P. (2010). Making the business school more ‘critical’: Reflexive critique based on phronesis as a foundation for impact. British Journal of Management, 21(s1), s6-s25. Athanasopoulou, A. (2012). Managers' Corporate Social Responsibility Perceptions and Attitudes across Different Organizational Contexts within the Non-Profit–For-Profit Organizational Continuum. Journal of Change Management, 12(4), Baudrillard, J. (1994). Simulacra and simulation. University of Michigan press. Coetzee, J. (2011). The postmodern MBA: Curriculum design principles. Global Focus, 5(1), Cornuel, E. (2005). The role of business schools in society. Journal of Management Development, 24(9), Cornuel, E., Habisch, A., & Kletz, P. (2010). The practical wisdom of the Catholic social teachings. Journal of Management Development, 29(7/8), Currie, G., Knights, D., & Starkey, K. (2010). Introduction: a post‐crisis critical reflection on business schools. British Journal of Management, 21(s1), s1-s5. De Meyer, A. (2012). Reflections on the globalization of management education. Journal of Management Development, 31(4), Dimaggio, P. J., & Powell, W. W. (1983). The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields. American Sociological Review, 48(2), Ferlie, E., & McGivern, G. De Moraes. A.(2010),“Developing a public interest school of management”. British Journal of Management, 21, S60-S70. Ghoshal, S. (2005). Bad management theories are destroying good management practices. Academy of Management learning & education, 4(1), Giacalone, R. A. (2004). A transcendent business education for the 21st century. Academy of Management Learning & Education, 3(4), Giacalone, R. A. (2009). Academic rankings in research institutions: A case of skewed mind-sets and professional amnesia. Academy of Management Learning & Education, 8(1), Hodgkinson, G. P., & Starkey, K. (2011). Not simply returning to the same answer over and over again: reframing relevance. British Journal of Management, 22(3),

4 References from which the ideas are derivedIñiguez De Onzoño, S., & Carmona, S. (2012). A Red Queen approach to the fading margins of business education. Journal of Management Development, 31(4), Khurana, R., & Snook, S. (2011). Commentary on ‘A Scholar’s Quest’-Identity Work in Business Schools From Don Quixote, to Dons and Divas. Journal of Management Inquiry, 20(4), Khurana, R., & Spender, J. C. (2012). Herbert A. Simon on what ails business schools: More than ‘a problem in organizational design’. Journal of Management Studies, 49(3), Lacy, P., Haines, A., & Hayward, R. (2012). Developing strategies and leaders to succeed in a new era of sustainability: Findings and insights from the United Nations Global Compact-Accenture CEO Study. Journal of Management Development, 31(4), Lorange, P. (2012). The business school of the future: The network-based business model. Journal of Management Development, 31(4), Lyons, R. K. (2012). Curriculum reform: getting more macro, and more micro. Journal of Management Development, 31(4), McGregor, D. (1960). The human side of enterprise. New York, 21( ). Muff, K. (2013). Developing globally responsible leaders in business schools: A vision and transformational practice for the journey ahead. The Journal of Management Development, 32(5), Nowtowny, H., Scott, P. and Gibbons, M. (2001) Rethinking Science: Knowledge and the Public age of Uncertainty, Cambridge, Polity Press. O'Brien, J. P., Drnevich, P. L., Crook, T. R., & Armstrong, C. E. (2010). Does business school research add economic value for students?. Academy of Management Learning & Education, 9(4), Parker, M. (2014). University, Ltd: Changing a business school. Organization, 21(2), Parker, M. (2015) The quiet rebellion taking place in business schools’, Acuity, October. Patriotta, G., & Starkey, K. (2008). From Utilitarian Morality to Moral Imagination Reimagining the Business School. Journal of Management Inquiry, 17(4), Pfeffer, J., & Fong, C. T. (2004). The business school ‘business’: Some lessons from the US experience. Journal of management studies, 41(8), Reed, M. I. (2009). The theory/practice gap: a problem for research in business schools?. Journal of Management Development, 28(8), Roosevelt Malloch, T. (2010). Spiritual capital and practical wisdom. Journal of Management Development, 29(7/8),

5 References from which the ideas are derivedStarkey, K., Hatchuel, A., & Tempest, S. (2004). Rethinking the business school. Journal of Management Studies, 41(8), Starkey, K., & Tiratsoo, N. (2007). The business school and the bottom line. Cambridge University Press. Starkey, K., & Tempest, S. (2008). A clear sense of purpose? The evolving role of the business school. Journal of Management Development, 27(4), Starkey, K., & Tempest, S. (2009). The winter of our discontent: The design challenge for business schools. Academy of Management Learning & Education, 8(4), Stokes, P., Baker, C., & Lichy, J. (2016). The Role of Embedded Individual Values, Belief and Attitudes and Spiritual Capital in Shaping Everyday Postsecular Organizational Culture. European Management Review. Thomas, H., & Cornuel, E. (2012). Business schools in transition? Issues of impact, legitimacy, capabilities and re-invention. Journal of Management Development, 31(4),