Context and the institutionalisation of PRME: the case of the University for the Common Good

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This study assesses the significance of the degree of senior management commitment in determining the adoption and implementation of the United Nations Principles for Responsible Management Education (PRME). A case study of a Scottish PRME signatory institution confirms the suggestion in the literature that top-down commitment is a key driver of the implementation of PRME, but also suggests that the nature and shape of this commitment is likely to vary from Institution to Institution. It is concluded that attention to the local context and prevailing organisational circumstances is required to explain the timing of institutional commitment to PRME, the specific challenges that business school leaders face as they strive to institutionalise PRME, and the types of strategy employed.
Original languageEnglish
Pages (from-to)249-262
Number of pages14
JournalInternational Journal of Management Education
Issue number2, Part B
Early online date15 Jun 2017
Publication statusPublished - Jul 2017



  • PRME
  • Institutionalisation
  • context

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