Modulhandbuch (Module manual)

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M.184.3185 Sustainable Behavior in Organizations
(Sustainable Behavior in Organizations)

Koordinator (coordinator):	Prof. Dr. Philip Yang
Ansprechpartner (contact):	Prof. Dr. Philip Yang (philip.yang[at]uni-paderborn.de ) Emily Nass (emilyna[at]mail.uni-paderborn.de)
Credits:	5 ECTS
Workload:	150 Std (h)
Semesterturnus (semester cycle):	SoSe/WS
Studiensemester (study semester):	3-6
Dauer in Semestern (duration in semesters):	1

Lehrveranstaltungen (courses):
	Nummer / Name (number / title)	Art (type)	Kontaktzeit (contact time)	Selbststudium (self-study)	Status (P/WP) (status)	Gruppengröße (group size)
a)	K.184.31851 / Sustainable Behavior in Organizations				P
Wahlmöglichkeiten innerhalb des Moduls (Options within the module):
Keine

Empfohlene Voraussetzungen (prerequisites):
This course is primarily intended as a complementary course to the sustainability module ‘UPB for Future’. It is intended that students attend the ‘UPB for Future’ lecture series before or in the same semester in which they take this course. Participation is possible curricular or extra-curricular. For curricular participation, students choose the course within a module of their study programme. Students can also attend extra-curricular in order to attain a sustainability certificate as an additional qualification on top of their study programme. This certificate is issued by the Higher Education Development Office after completing 13 ECTS of the sustainability module. For more information, please see: https://www.uni-paderborn.de/en/lehre/lehren/upbforfuture/nachhaltigkeitsmodul Also, for this course, basic knowledge in leadership, HRM, and sustainability would be helpful.

Empfohlene Voraussetzungen (prerequisites):

This course is primarily intended as a complementary course to the sustainability module ‘UPB for Future’. It is intended that students attend the ‘UPB for Future’ lecture series before or in the same semester in which they take this course.
Participation is possible curricular or extra-curricular. For curricular participation, students choose the course within a module of their study programme. Students can also attend extra-curricular in order to attain a sustainability certificate as an additional qualification on top of their study programme. This certificate is issued by the Higher Education Development Office after completing 13 ECTS of the sustainability module. For more information, please see: https://www.uni-paderborn.de/en/lehre/lehren/upbforfuture/nachhaltigkeitsmodul
Also, for this course, basic knowledge in leadership, HRM, and sustainability would be helpful.

Inhalte (short description):
This course starts with an in-person introduction into the topic of sustainable behavior in organizations. We will discuss literature with both implicit as well as explicit research foci on sustainability, including social, economic, and environmental dimensions. A key focus is laid on topics such as unsustainable business practices, diversity and gender, multiculturality, crisis management, and more. After a general introduction at the start of the lecture period, students are divided into small groups and work out presentations based on a particular research paper in the field. This helps them develop a clearer understanding of the structure of scientific publications as well as of various research methods applied in management studies. Students are given the opportunity to register for two feedback sessions to clarify paper- or presentation-related concerns. The course culminates in a final symposium, where students present a summary of their assigned papers and its relations to sustainable behavior in organizations in form of a presentation. After each presentation, they further engage in brief discussions which wrap up the overall insights gained in the course.

Inhalte (short description):

This course starts with an in-person introduction into the topic of sustainable behavior in organizations. We will discuss literature with both implicit as well as explicit research foci on sustainability, including social, economic, and environmental dimensions. A key focus is laid on topics such as unsustainable business practices, diversity and gender, multiculturality, crisis management, and more.

After a general introduction at the start of the lecture period, students are divided into small groups and work out presentations based on a particular research paper in the field. This helps them develop a clearer understanding of the structure of scientific publications as well as of various research methods applied in management studies. Students are given the opportunity to register for two feedback sessions to clarify paper- or presentation-related concerns.

The course culminates in a final symposium, where students present a summary of their assigned papers and its relations to sustainable behavior in organizations in form of a presentation. After each presentation, they further engage in brief discussions which wrap up the overall insights gained in the course.

Lernergebnisse (learning outcomes):

Fachkompetenz Wissen (professional expertise):
Studierende... Students will be able to: demonstrate general knowledge of current topics within sustainability & management research differentiate the strengths and weaknesses of various scientific methods[TF1] contextualize scientific literature within and across research fields determine what constitutes scientific rigor formulate decisive key takeaways for different stakeholders
Fachkompetenz Fertigkeit (practical professional and academic skills):
Studierende... Students will be able to: summarize scientific literature efficiently identify strengths and weaknesses of the literature's findings develop a graphically appealing presentation in line with scientific standards derive suggestions for practice
Personale Kompetenz / Sozial (individual competences / social skills):
Studierende... Students will be able to: work in teams to create scientific presentations provide constructive feedback on other projects Assess the feedback of fellow students
Personale Kompetenz / Selbstständigkeit (individual competences / ability to perform autonomously):
Studierende... Students will be able to: work in a project related manner present scientific research findings in an efficient and appealing manner critically reflect on content abstraction and presentation skills

Prüfungsleistungen (examinations)
Art der Modulprüfung (type of modul examination): Modulabschlussprüfung
	Art der Prüfung (type of examination)	Umfang (extent)	Gewichtung (weighting)
a)	Präsentation	15 minutes presentation in groups	100.00 %

Studienleistung / qualifizierte Teilnahme (module participation requirements)
Nein

Voraussetzungen für die Teilnahme an Prüfungen (formal requirements for participating in examinations)
Keine

Voraussetzungen für die Vergabe von Credits (formal requirements for granting credit points)
Die Vergabe der Credits erfolgt, wenn die Modulnote mindestens „ausreichend“ ist

Gewichtung für Gesamtnote (calculation of overall grade)
Das Modul wird mit der Anzahl seiner Credits gewichtet (Faktor: 1)

Verwendung des Moduls in den Studiengängen (The module can be selected in the following degree programmes)
B.Sc. Wirtschaftswissenschaften Management (im Zweifach-Bachelor) B.Sc. Wirtschaftsinformatik B.Sc. International Business Studies

Umfang QT (participation requirements):

Lernmaterialien, Literaturangaben (learning material, literature):

Teilnehmerbegrenzung (participant limit):
Keine

Sonstige Hinweise (additional information):
The seminar will be held in English, as the underlying literature of this seminar is published in English only. However, if you wish to attend but have difficulties speaking English, feel free to contact us and we can find a solution. The literature below shall give you an idea of what will be discussed in class: Ahmad, M. G., Klotz, A. C., & Bolino, M. C. (2021). Can good followers create unethical leaders? How follower citizenship leads to leader moral licensing and unethical behavior. Journal of Applied Psychology, 106(9), 1374. Brewster, C., & Brookes, M. (2024). Sustainable development goals and new approaches to HRM: Why HRM specialists will not reach the sustainable development goals and why it matters. German Journal of Human Resource Management, 38(2), 183-201. de la Rosa-Navarro, M. D., Santana, M., Rincon-Roldan, F., & López-Cabrales, Á. (2024). Employment relationships and firm sustainability: does the strength of the HRM system play a role?. The International Journal of Human Resource Management, 1-34. Järlström, M., Saru, E., Viitasaari, M., & Akrivou, K. (2024). Integrating 'common good'authenticity for sustainable human resource management reporting. German Journal of Human Resource Management, 38(2), 159-182. Maddux, W. W., Lu, J. G., Affinito, S. J., & Galinsky, A. D. (2021). Multicultural experiences: A systematic review and new theoretical framework. Academy of Management Annals, 15(2), 345-376. Mukherjee, S., & Krammer, S. M. (2024). When the going gets tough: Board gender diversity in the wake of a major crisis. The Leadership Quarterly, 101784. Pham, N. T., Jabbour, C. J. C., Pereira, V., Usman, M., Ali, M., & Vo‐Thanh, T. (2023). Common good human resource management, ethical employee behaviors, and organizational citizenship behaviors toward the individual. Human Resource Management Journal, 33(4), 977-1000. Raetze, S., Duchek, S., Maynard, M. T., & Wohlgemuth, M. (2022). Resilience in organization-related research: An integrative conceptual review across disciplines and levels of analysis. Journal of Applied Psychology, 107(6), 867. Resick, C. J., Lucianetti, L., Mawritz, M. B., Choi, J. Y., Boyer, S. L., & D'Innocenzo, L. (2023). When focus and vision become a nightmare: Bottom-line mentality climate, shared vision, and unit unethical conduct. Journal of Applied Psychology. Stoverink, A. C., Kirkman, B. L., Mistry, S., & Rosen, B. (2020). Bouncing back together: Toward a theoretical model of work team resilience. Academy of Management Review, 45(2), 395-422. Tes Ahmad, M. G., Klotz, A. C., & Bolino, M. C. (2021). Can good followers create unethical leaders? How follower citizenship leads to leader moral licensing and unethical behavior. Journal of Applied Psychology, 106(9), 1374. Usman, M., Rofcanin, Y., Ali, M., Ogbonnaya, C., & Babalola, M. T. (2023). Toward a more sustainable environment: Understanding why and when green training promotes employees' eco‐friendly behaviors outside of work. Human Resource Management, 62(3), 355-371. Williams, T. A., Gruber, D. A., Sutcliffe, K. M., Shepherd, D. A., & Zhao, E. Y. (2017). Organizational response to adversity: Fusing crisis management and resilience research streams. Academy of management annals, 11(2), 733-769. Zacher, H., Rudolph, C. W., & Katz, I. M. (2023). Employee green behavior as the core of environmentally sustainable organizations. Annual Review of Organizational Psychology and Organizational Behavior, 10(1), 465-494.

Sonstige Hinweise (additional information):

The seminar will be held in English, as the underlying literature of this seminar is published in English only. However, if you wish to attend but have difficulties speaking English, feel free to contact us and we can find a solution.

The literature below shall give you an idea of what will be discussed in class:

Ahmad, M. G., Klotz, A. C., & Bolino, M. C. (2021). Can good followers create unethical leaders? How follower citizenship leads to leader moral licensing and unethical behavior. Journal of Applied Psychology, 106(9), 1374.

Brewster, C., & Brookes, M. (2024). Sustainable development goals and new approaches to HRM: Why HRM specialists will not reach the sustainable development goals and why it matters. German Journal of Human Resource Management, 38(2), 183-201.

de la Rosa-Navarro, M. D., Santana, M., Rincon-Roldan, F., & López-Cabrales, Á. (2024). Employment relationships and firm sustainability: does the strength of the HRM system play a role?. The International Journal of Human Resource Management, 1-34.

Järlström, M., Saru, E., Viitasaari, M., & Akrivou, K. (2024). Integrating 'common good'authenticity for sustainable human resource management reporting. German Journal of Human Resource Management, 38(2), 159-182.

Maddux, W. W., Lu, J. G., Affinito, S. J., & Galinsky, A. D. (2021). Multicultural experiences: A systematic review and new theoretical framework. Academy of Management Annals, 15(2), 345-376.

Mukherjee, S., & Krammer, S. M. (2024). When the going gets tough: Board gender diversity in the wake of a major crisis. The Leadership Quarterly, 101784.

Pham, N. T., Jabbour, C. J. C., Pereira, V., Usman, M., Ali, M., & Vo‐Thanh, T. (2023). Common good human resource management, ethical employee behaviors, and organizational citizenship behaviors toward the individual. Human Resource Management Journal, 33(4), 977-1000.

Raetze, S., Duchek, S., Maynard, M. T., & Wohlgemuth, M. (2022). Resilience in organization-related research: An integrative conceptual review across disciplines and levels of analysis. Journal of Applied Psychology, 107(6), 867.

Resick, C. J., Lucianetti, L., Mawritz, M. B., Choi, J. Y., Boyer, S. L., & D'Innocenzo, L. (2023). When focus and vision become a nightmare: Bottom-line mentality climate, shared vision, and unit unethical conduct. Journal of Applied Psychology.

Stoverink, A. C., Kirkman, B. L., Mistry, S., & Rosen, B. (2020). Bouncing back together: Toward a theoretical model of work team resilience. Academy of Management Review, 45(2), 395-422.

Tes Ahmad, M. G., Klotz, A. C., & Bolino, M. C. (2021). Can good followers create unethical leaders? How follower citizenship leads to leader moral licensing and unethical behavior. Journal of Applied Psychology, 106(9), 1374.

Usman, M., Rofcanin, Y., Ali, M., Ogbonnaya, C., & Babalola, M. T. (2023). Toward a more sustainable environment: Understanding why and when green training promotes employees' eco‐friendly behaviors outside of work. Human Resource Management, 62(3), 355-371.

Williams, T. A., Gruber, D. A., Sutcliffe, K. M., Shepherd, D. A., & Zhao, E. Y. (2017). Organizational response to adversity: Fusing crisis management and resilience research streams. Academy of management annals, 11(2), 733-769.

Zacher, H., Rudolph, C. W., & Katz, I. M. (2023). Employee green behavior as the core of environmentally sustainable organizations. Annual Review of Organizational Psychology and Organizational Behavior, 10(1), 465-494.

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