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Purpose - The purpose of this paper is to report on efforts to develop two stand-alone subjects on sustainability and corporate social responsibility (CSR) in a mainstream business curriculum at Monash University, Australia. Design/methodology/approach - This paper presents details on the educational rationale and design of the two subjects in corporate sustainability and CSR. Findings - Although many universities offer support for education for sustainability, previous research indicates that most curriculum initiatives in this area have been driven by individual faculty. This paper provides examples of curriculum development that emerged from the grass-roots initiative, in the absence of an integrated and mainstreamed programme for sustainability. Practical implications - The paper encourages all faculty, no matter their circumstances, to consider the development of curriculum for sustainability. While individual subjects cannot effect wholesale change, each effort can, no matter how piecemeal, make a difference. Originality/value - The cases in this paper highlight the importance of skills, knowledge and values to the curriculum for sustainability and CSR. Because there is no formula for how these are integrated into the curriculum, the paper illustrates how individual faculty members have brought their own disciplinary and pedagogical backgrounds to their curriculum design. [ABSTRACT FROM AUTHOR]

The transition to a sustainable economy is inevitable as population and consumption continue to grow, ecosystems decline as a result of increased business activity and resources are stretched to a limit. The survival of businesses is very much dependent on their ability to adapt and transition to a business model that addresses important sustainability 'megaforces' such as climate change, energy and fuel, material resource scarcity, water scarcity, population growth, urbanisation, wealth, food security, ecosystem decline and deforestation. This research identifies megaforces that are most important to the construction industry sector and examines the level of preparedness of Australian construction companies in responding to these megaforces. It also identifies the value drivers behind these megaforces through content analysis. Recommendations are then provided for construction companies to develop resilience and remain competitive in the future. This paper will be of interest to both construction management and sustainability practitioners. [ABSTRACT FROM AUTHOR]

The Mining, Minerals and Sustainable Development (MMSD) initiative was full of promise for a new era. It was envisaged that the participation of multiple stakeholders in decisions about the sustainable use of the earth's resources would help design a sustainable future for an industry that was seen as the most challenging to global ecological sustainability. Drawing on a previously developed model of non-government organisation/corporate engagement and local Australian research assessing the outcomes of the MMSD, this paper explores the idea of sustainability in non-government organisation/corporate engagement in mining. It raises key questions about the sustainability of relationships between stakeholders that have such contrasting views of what environmental sustainability is and how it can be achieved. [ABSTRACT FROM AUTHOR]

Past literature documenting the relationship between board diversity and organizational sustainability performance resulted in inconclusive findings. The study draws on the resource dependency theory to investigate how board gender diversity and age diversity influence the corporate social responsibility (CSR) performance of organizations. The qualitative data were collected through in‐depth interviews of 19 board directors from 14 organizations operating in Australia. Data were analyzed following the six‐phase process of thematic analysis. The findings indicate that board gender and age diversity enhance CSR investment and approach decisions, and, in turn, they improve the CSR performance of organizations. The effectiveness of these relationships depends on the number of women directors, organizational culture, industry regulations, and organizational life‐cycle stage. This study provides insights into the "black box" of boardroom dynamics. The findings suggest that efforts need to be made at the organizational and policy levels to increase board gender and age diversity for a sustainable performance. [ABSTRACT FROM AUTHOR]