oikos LEAP Webinar “Thinking Innovation For Better Projects”

As part of the oikos LEAP Leadership Program, three inspirational Webinars are open to all oikos members.

We’re kicking of the season with this special Webinar on project design, design thinking and putting a good will into an even better project, captured under the name “Thinking Innovation for Better Projects”. Webinar Leader Daniel Hires has conducted numerous projects and grown businesses in the sustainability realm. T name a few, he co-founded MakeSense, an online matching-platform for social entrepreneurs, co-authored the book “Phase 0 – How to make some action” (http://www.phase0.org/), established the Silent Climate Parade and now works with the UN environmental program to connect the landscape of green entrepreneurs in the MENA region.

We are extremely happy to have him with us. Appreciate his great work by attending our LEAP webinar and bring questions along his way! To join the webinar, find the call details in the oikos Intranet Calendar or write to adrian.jagow@oikos-international.org. Time is 6pm (18:00) Central European Time.

Read more about Daniel Hires on his Website below.

green social business

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oikos International

posted November 23, 2016

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Business and Human Rights in the Post-Westphalian Era: A Democracy-Based Assessment

The modern concept of human rights and its accompanying international legal regime were developed under the umbrella of the Westphalia international governance framework. Globalization, though, puts into question some of the fundamental pillars of Westphalia, particularly its state centric premise. As the regulatory power of the state declines, corporations, in conjunction with other non-state agents, engage in the provision of public goods and participate in the regulation of the vacuums left behind by waning states. Globalization forces us to re-think, not only the way governance is exercised at the international political arena but, more crucially to this project, how and who should assume the responsibilities derived from human rights in a context where the state is not the exclusive actor anymore.

Scholars in the business and human rights debate (BHR) have discussed extensively about why should corporations assume these responsibilities, and what should be their ideal scope. Today, the assumption that corporations do have human rights responsibilities is almost undisputed. Yet, how should corporations discharge these responsibilities? The BHR field has remained relatively silent on this question. As the debate expands, this question becomes highly topical to address. This is the central research question of this dissertation.

The main BHR responsibilities accounts have tended to adopt a commoditized conception of human rights. As a consequence, the guidance they offer on the question of how to realize the corporate human rights responsibilities is limited. Typically, human rights victims are presented as passive agents in the realization of their rights, while the responsibilities of corporations are conceived to start and end with the provision of certain goods, capabilities or resources. A democracy perspective on the BHR debate will reveal that such materialistic approach to the realization of human rights responsibilities strengthens, rather than weakens, potential patterns of injustice and domination. Human rights are not exhausted by the provision of certain goods. They also have a political dimension that must be realized. Such dimension entails that we all have the right to demand and provide justification for all those institutions that bind us. This is what the philosopher Rainer Forst labels as the basic right to justification.

Any just and complete realization of human rights inexorably requires realizing this basic right. Thus, this dissertation defends the thesis that when corporations are identified as human rights duty bearers they should discharge their responsibilities guaranteeing, in the first place, the right to justification. The best way to comply with this provision, I argue, is for corporations to create institutions or initiatives that facilitate or grant the right to justification to the victims of human rights abuses. These institutions, I claim, should be constructed around four premises: they should be victim-centered, able to adapt to different political and social contexts, oriented towards solving the injustices that led to the human rights violations, and functioning along the parameters of deliberative democracy.

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oikos International

posted June 10, 2016

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oikos LEAP (Advanced Track)

The oikos Leadership Programme (LEAP) is designed to inspire young leaders to become more responsible in their decision making and equip them with insights, knowledge and tools. Further information is available here.

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oikos International

posted April 22, 2016

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oikos LEAP (Intermediate Track)

The oikos Leadership Programme (LEAP) is designed to inspire young leaders to become more responsible in their decision making and equip them with insights, knowledge and tools. Further information is available here.

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oikos International

posted April 22, 2016

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Arunachalam Muruganantham: A Social Entrepreneur Innovating in a Woman’s World

Abstract

Considered taboo in many parts of the world, menstrual hygiene was a subject ridden with many myths and misconceptions, especially in a country like India. Arunachalam Muruganantham (Muruganantham), was the man who had revolutionised female sanitary hygiene and had created a lasting impact on the health and livelihood of women, mostly in rural India. With his pioneering and patented invention of a low cost sanitary pad making machine, Muruganantham had a vision to make India a ‘100% sanitary napkin using country.’

A majority of the Indian women adopted unhygienic methods during their periods, increasing the incidence of reproductive tract infection and cervical cancer. Through hard work and perseverance, Muruganantham had popularised his invention not only in India but also internationally. In doing so, he chose to market his machine mainly to NGOs and Self Help Groups (SHGs), who in turn employed women to manufacture the low-cost napkins. Operated in a totally self sustaining manner, this direct selling model provided employment opportunities to rural women, who also spread awareness about the importance of menstrual hygiene.

In taking his project forward, Muruganantham faced competition from other NGOs who were operating in this field and from multinationals who had launched lower cost brands. Also, the Government, which had a key role to play in impacting female hygiene, did not seem too encouraging of the SHGs. With awareness levels abysmally low and response to sanitary napkin usage quite discouraging, would Muruganantham be able to realise his vision to make India a ‘100% sanitary napkin using country’?

AuthorsDoris Rajakumari John
InstitutionAmity Research Center, India
Competition Year2015
PlaceThird Prize
TrackSocial Entrepreneurship
Key WordsEntrepreneurship, Menstrual Hygiene, Social Innovation, Grass root Innovation, Women Empowerment, Rural Job Creation, Developing Countries, Word-of-mouth Marketing
CoursesSocial Entrepreneurship, Ethics and Social Responsibility
Target AudiencePost Graduate Management Students
Permission RightsThis case is part of the oikos free case collection. Download a free online copy below. If you are a faculty member and you are interested in teaching this case, you can request a free teaching note by sending us an email to freecase@oikosinternational.org.
DownloadFree Online Copy
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oikos International

posted June 24, 2015

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Succession at Berrett-Koehler Publishers: Institutionalizing the “BK Way” and Protecting BK Values for Future Success

Abstract

Many for-profit enterprises with a strong social or environmental mission, as well as businesses with a strong commitment to corporate social responsibility, struggle with the issue of keeping their social or environmental mission alive as the companies grow larger, bring in new investors, deal with mergers and acquisitions, and change leadership. There have been many failures chronicled as various founders dealt with this issue. Unfortunately, there is a gap in the case materials that speaks to this issue. This case helps to address that gap.

The Berrett-Koehler (BK) case highlights the efforts of a competitively successful, mission-driven, socially responsible publishing company to preserve its values, culture and practices while ensuring continued future success.  BK’s stated mission is “Creating a World that Works for All.” In pursuit of this mission, BK published 35-40 titles per year, each of which focused on fundamental transformation at the individual, organizational or societal level. The wide array of efforts pursued in protecting its mission include innovative approaches, such as consideration of Benefit Corporation status and adoption of a constitution.  The case provides an opportunity to cover corporate governance topics such as:  ownership structures, shareholder relations, CEO and organizational succession planning, and board roles and responsibilities.

This case takes place just prior to and immediately following Berrett-Koehler’s July 2012 Annual Shareholder Meeting and 20th Anniversary celebration.  The case highlights BK CEO, Steve Piersanti, and the Board of Directors in their efforts to institutionalize the “BK Way” through a variety of legal and operational methods.  BK is a socially responsible and mission-driven business working to protect the values, practices and culture it considers to be a critical component of its fundamental success.  BK has outperformed rivals from a financial standpoint in the intensely competitive publishing industry, and is well-known for its integrity and unique procedures.  Specifically, CEO Steve Piersanti and the BK board consider several specific and different options for embedding the BK values in the organization’s operating and ownership structures.

AuthorsMurray Silverman and Sally Baack
InstitutionSan Francisco State University, United States
Competition Year2015
PlaceRunner up
TrackCorporate Sustainability
Key WordsProtecting the social mission, stakeholder management, corporate governance, benefit corporation
CoursesStrategic management, Business, Government & Society, Sustainable Business
Target AudienceMBA's and Undergrads
Permission RightsThis case is part of the oikos free case collection. Download a free online copy below. If you are a faculty member and you are interested in teaching this case, you can request a free teaching note by sending us an email to freecase@oikosinternational.org.
DownloadFree Online Copy
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oikos International

posted June 24, 2015

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oikos Presidents’ Meeting 2015

The Presidents’ Meeting is one of the most enriching meetings for oikos members that enables them to learn more about oikos, listen to inspiring experts and improve their journey towards becoming more responsible leaders and inspire others.

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oikos International

posted April 9, 2015

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Sustainable University Day

The Sustainable University Day is the annual congress of the Sustainable Development at Universities Programme 2013-2016 (sd-universities programme). In 2015, it takes place for the second time.

Special theme:
Responsible leadership
What is the contribution of the universities?

Leaders in both the private and public sectors are facing increasing criticism from society. In the wake of the major global challenges, in particular the 2008 financial and economic crisis, a responsible leadership that is able to combine economic success with social justice and preservation of natural resources is called for.

The Sustainable University Day 2015 addresses the issue of responsible leadership in the context of the unversities’ contribution to sustainable development. It looks for options of more effectively integrating the topic into academic education and asks about expectations from the private industry.

As a hub for current research and education projects as well as for student initiatives, the Sustainable University Day fosters networks between universities as well as developing and implementing their innovative ideas.

more information on http://www.sd-universities.ch

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oikos International

posted February 18, 2015

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Leadership Learning Circle Updates

The Leadership Learning Circle 

“My name is Claude and I have the pleasure to serve as the coordinator of this circle.

Being, sort of, a dinosaur with some 25 years of oikos experience in my backpack, I am absolutely convinced that oikos chapters are living laboratories for leadership development.

Yet, at least during my time as the president of oikos St.Gallen, I did not unleash the learning opportunities flowing from our many projects, roles and diverse community.

A little reflection here, and a smart tweak in the process there, would certainly have allowed us to grow more and have more impact. I am sure, you are doing better      😉

To explore and capture this treasure is what this Learning Circle shall be about:

– How do we develop ourselves while we develop our chapters?

– What are great practices to be shared and where do we locate levers for learning?

Not satisfied with the leadership education your school is offering?

Join us and turn your oikos chapter into a playful personal development programme.” – Claude Siegenthaler

The FutureLab 2014

The oikos FutureLab is the biggest event in the annual oikos calendar which gathers representatives from the entire oikos community. It provides a 2-day platform for 120 participants to inspire, discover and develop joint perspectives on the future of sustainability in management and economics. It leverages our global network of student members, alumni, advisors, faculty and partners for action. It offers a “laboratory” to design initiatives, engage the oikos community in pursuing them and fuel our journey towards higher impact.

For more information click here.

What are Learning Circles?

A Learning Circle is a highly interactive, participatory structure for organizing group work within a subject area. The goal is to build, share and express knowledge through a process of open dialogue and deep reflection. Within each Learning Circle people with a common interest gain experience, knowledge and establish networks in their chosen subject area. The Learning Circle structure gives the oikos community the opportunity to map the landscape of a specific topic, get in touch with external inspirational experts and systematically spread the knowledge in our network. In 2014, seven Learning Circles were initiated: Leadership, Finance, Entrepreneurship, Energy, Economics, Fashion/Supply Chain and Management.

Learn about other Learning Circles here.

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oikos International

posted October 21, 2014

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Presidents’ Meeting

The Presidents’ Meeting is the annual gathering of oikos chapter Presidents and Executive Board members of oikos International in St Gallen, Switzerland, that proceeds the oikos FutureLab. During the three days the presidents will have a unique opportunity to develop theirs leadership competences, improve their understanding of oikos, learn about new topics in sustainability and acquire knowledge and skills to move their chapter forward. You may find the Presidents’ Meeting Programme here. For more information, contact us at: info@oikos-international.org

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oikos International

posted October 6, 2014

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