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Redesigning management education toDevelop
Socially Responsible BehaviorInsights from
RESPONSE Project
Susan C. Schneider, Professor HRM, HEC
University of Geneva, Switzerland Maurizio Zollo,
Professor Strategy, Bocconi University,
Italy Ramesh Manocha, M.D., Ph.D., University of
South Wales, Royal Hospital of Women, Australia.

BAWB global forum, Cleveland, June 2-5,
2009 Track 3 Redesigning management education
for the future
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WHAT IS RESPONSE ?

• 1.1M EU funding over 3 years
• conducted by a consortium of business schools,
  academic advisors, corporate partners and
  consultants.
• 430 interviews in 19 multinationals, of which
• 210 senior managers
• 220 stakeholders representatives in 180
  organizations
• about 1,000 managers surveyed through
  web-questionnaire
• 93 managers engaged in learning experiments in 4
  companies
• INSEAD, France Bocconi, Italy Copenhagen
  Business School, Denmark Kazminski Institute,
  Poland

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RESPONSE OBJECTIVES

• Understanding CSR Why? What? and How?
• Discover differences managers and stakeholders
  understandings/expectations.
• Understanding how this might vary across
  cultural, legal, industry and organizational
  contexts.
• Identify factors that explain socially
  responsible behavior at the individual as well as
  organizational level.
• Test the effectiveness of different types of
  training approaches on developing socially
  responsible behavior in managers

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What is Socially Responsible Behavior (SRB)?

A pattern of discretionary decisions and actions
that enhance societal well-being.
See Crilly, Schneider Zollo (2008)
Psychological antecedents to socially
responsible behavior. European Management
Review, 5, 175-190.
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What Explains Socially Responsible Behavior?
SOCIAL CONSCIOUSNESS

• Cognition
• Dec. rationale
• MES
• Dec. criteria
• WVS

• Socially
• Responsible
• Behavior
• Do no harm
• Do good

• Training
• Approaches
• Exec ed
• Hatha yoga (relaxation)
• Sahja yoga
• (meditation)

• Personal Values
• Self transcendence
• (Schwartz)

• Affect
• PANAS
• Shame/guilt
• (Watson et al)

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The learning experiments
Industry of experiment settings Type of Intervention Scope of Intervention Number of participants
High Tech1 Design 1 Crossover 10 European countries Learning professionals 44
Pharma 1 shot controlled 1 country managers across all functions 10
High Tech 2 1 shot controlled 6 countries across the globe CSR professionals w/individual coaching 8
Natural resources Design 2 3 samples w/ active control 1 country young high-flying managers 31
Total 93
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Experiment Design (high tech)
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Experiment Design (2) Natural Resources
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Impact of Training Approaches on SRB
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Impact of meditation trainingon social
consciousness( Statistical confidence level
that Pre-Post Variation gt 0,N 51 across 4
experiments)

• Decision-making
• Why did you decide this in scenario X?
• because it enhances and protects the company
  economic results decreased (95)
• because it shows compassion and caring
  increased (97)
• Prioritization of decision criteria
• From economic profit to social welfare (93)
• From Internal to external constituents (90)
• From Productivity to protection of natural
  environment (83)

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Impact of meditation training on emotions(
Statistical confidence level that Pre-Post
Variation gt 0,N 51 across 4 experiments)
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Impact of meditation training on personal
values( Statistical confidence level that
Pre-Post Variation gt 0,N 51 across 4
experiments)
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Meditation vs. Relaxation Training

• Meditation showed stronger impact on socially
  responsible behavior and on psychological
  antecedents
• Decision-making make decisions easily improved
  (99.5)
• Emotions sadness reduced (92) whereas happiness
  (99.4), inspiration (98) and courage (93)
  increased
• Values mature love increased
• Hatha Yoga training but also showed stronger
  impact
• Decision-making it is morally right increased
  more (92)
• Values Social justice (95) and protection of
  the environment (89) increased

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Conclusions

• Developing socially responsible behavior and
  social consciousness in managers is possible
• However, training approaches differ in their
  effectiveness
• Standard executive education shows weak or
  slightly negative impact on behavior
• Meditation training shows positive impact on
  socially responsible behavior and on social
  consciousness
• Relaxation training (hatha yoga) shows unexpected
  efficacy and a different impact than meditation
  training
• More studies are necessary to probe these
  exploratory findings
• Key limitations
• measurement?,
• behaviors over time?

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Key Insights..

• SRB can be considered to reflect 2 different
  types of behavior do good and do no harm.
• Doing good and doing no harm are driven by the
  same reasons but are not driven by the same
  values, nor emotions.
• Meditation and relaxation training can influence
  social consciousness and SRB, in different ways
• Meditation appears to have a stronger impact on
  emotions while relaxation has a stronger impact
  on values.
• Meditation might lead to more reflexive
  (intuitive) SRBs while relaxation might lead to
  more reflective SRBs.
• Need to consider training approaches which
  addresses emotions and values directly. Cognitive
  approaches may be limited.
• Implications for integrating SRB/CSR at the
  individual and organization level so that social
  responsibility becomes based in identity who we
  are versus what we do.