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Importance-performance Analysis to Identify Effective Learning Approaches for Sustainability in an Indian Business School

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Listed:
  • Neeraj Singhal
  • Himani Gupta
  • Garima Mittal

Abstract

Sustainability and sustainable development have become a crucial keyword in today’s environment. It is now being felt that incorporation of sustainable practices should not be followed only by different sectors (public or private) but these concepts should also be taught at business schools to embed the concepts of sustainable practices right from the very beginning. There are 37 learning approaches identified on the basis of Principles for Responsible Management Education (PRME), which forms the core of the work presented in this study. To implement the proposed analysis, responses were collected from the students of a top public management institute of India on the basis of importance and performance parameters of the learning approaches for sustainability. The responses were than analysed through importance-performance analysis (IPA). It was observed that most effective learning approaches for learning the concepts of sustainability issues include case studies, lectures by experts, internships on sustainability etc. Students also perceived the significance of sustainability in business management and also showed preference to work with those companies, which actually holds sustainability as a core value.

Suggested Citation

  • Neeraj Singhal & Himani Gupta & Garima Mittal, 2018. "Importance-performance Analysis to Identify Effective Learning Approaches for Sustainability in an Indian Business School," Vision, , vol. 22(3), pages 276-283, September.
    • Handle: RePEc:sae:vision:v:22:y:2018:i:3:p:276-283
    DOI: 10.1177/0972262918785963
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    References listed on IDEAS

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    2. A. Sobczak & U. Mukhi, 2016. "The Role of UN Principles for Responsible Management Education in Stimulating Organizational Learning for Global Responsibility Within Business Schools: An Interview With Jonas Haertle," Post-Print hal-01357454, HAL.
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