This module aims to:

Examine the practice of corporate governance, its integration with sustainability, and whether it is part of the problem or the solution to concerns over the impact of business on people and plant.

Provide students with a critical awareness of corporate governance that is integrated with and complementary to their learning about organisational performance responsible management and innovation;

differentiate the meaning of governance from management and how the difference mediates the practical relationship between the two that is involved in all business firms;

Provide students with an appreciation of the variation in corporate governance thinking and practice within and beyond national business systems and varieties of capitalism;

Explain how governance can go wrong, often with disastrous effects for companies, employees, shareholders, natural environment and the wider public, stimulating students to think about what en ds should corporate governance serve and how it is important to sustainability, responsible management and capitalism;

Prepare students for practising corporate governance whether that be as a director, manager, entrepreneur, investor or other parties to the system of corporate governance.

(LO1) Students will be able to demonstrate a critical awareness of, and be able to present and critique concepts and theories of Corporate Governance and how they are related to corporate sustainability.

(LO2) Students will be able to analyse scenarios of when and how corporate governance can go wrong thus impacting a variety of stakeholders and/or the natural environment, and evaluate solutions.

(LO3) Students will be able to demonstrate how and why corporate sustainability requires processes of responsible innovation and governance.

(LO4) Students will be able to evaluate the differences between governance systems between firms and national contexts that constitute , comparative capitalism.

(LO5) Students will be able to critically evaluate the theory and practice of boards effectiveness.

(S1) People Focused
Students will work with multiple stakeholders within the MBA programme and externally. This will be done through challenges posed in the curriculum and outside the curriculum, working and networking with businesses locally and internationally. In doing so students will demonstrate people-focused leadership by prioritising human agency and well-being in a dynamic, disruptive world. Develop inclusivity, transparency, and reflection through teamwork and decision-making exercises, while leveraging innovation to drive personal, organisational, and societal advancement in the digital age.

(S2) Authenticity
Students will develop emotional intelligence through coaching to enhance self-awareness and awareness of others in achieving long-term, purposeful goals. This will permeate with all modules, cultivating accountability by mastering time, resources, and relationships to problem-solve and take actions. In doing so students will act with integrity, foster trust, and engage in respectful challenge and debate.

(S3) Agility
Students will have opportunities to thrive in turbulence and uncertainty. Actively build personal and organisational resilience to embrace disruption, find solutions and keep learning in dynamic environments. Informed, relevant, forward-focused mindsets stemming from constant challenges inside and outside the classroom. Provide clear direction for people and organisations to navigate effectively through simulated and real work problem solving.

(S4) Digital
Students will use a number of digital tools and develop a mindset to confidently embrace new knowledge and technologies, leverage its future potential to inspire, to enhance connectivity, decision making and learning. To bring wisdom in leadership to navigate the new digital revolution and make positive impact. Innovate. Engage in respectful debate.

(S5) Global Perspective
All modules will indulge and challenges students to think globally and consider how they drive the wider global ethical, sustainable and environmental agenda, taking a purposeful approach to aligning people, planet and profit. Experience and appreciate how building partnerships to deliver innovate solutions to economic, environmental and societal challenges are needed to solve wicked problems, improve co-operation globally and be an agent of change.

Lectures (12.5 hours)
Lectures will introduce, explore, and critically assess key concepts, ideas, and practices relevant to the subject. A variety of resources, including journals, textbooks, online videos, media articles, and opinion pieces, will be provided in advance for further reading and application across different contexts. The lecture will also outline expectations for the seminar by providing necessary guidance.

Seminars (17.5 hours)
Seminars will create an interactive environment where participants engage individually or in groups in activities such as case studies and scenario analysis. These sessions will encourage the practical application of concepts introduced in the lectures.

Peer-to-Peer Learning (3 hours)
Peer-to-peer learning fosters a collaborative approach where participants learn from and teach each other through active discussions, idea exchange, and feedback. This method enhances critical thinking, problem-solving, and communication skills while building a sense of community and mutual support among learners.
Self-Directed Learning (67 hours)

Participants will be expected to review a range of materials, including core and recommended readings, reports, and articles available through libraries and open-access sources. Additionally, they will conduct independent research using both academic and non-academic sources to support their learning and assessment. Lecture notes will provide guidance, and suggested answers or solutions will be available for seminar activities. Participants should complete seminar tasks as instructed before progressing to the next topic.

2.5 hour lecture x 5
3.5 hour seminar x 5
36 mins asynchronous or peer to peer directed learning x 5
67 hours self-directed learning

Meaning and frameworks of Corporate Sustainability, for example, planetary boundaries, sustainable development goals, grand challenges and ESG.

Definitions and theories of corporate governance for example, drawing on including economic, legal and institutional theories of governance.

Typologies of corporate ownership and control from public to private firms, family, private equity, industrial foundations etc.

Corporate governance company ownership as related to varieties of capitalism and business systems, internal and external mechanisms of corporate governance: for example, regulations, the market for corporate control, boards of directors, contracts and codes of corporate governance.

The role and effectiveness of boards of directors as the decision-making apex of company direction and control.

Alternative concepts of corporate governance and board effectiveness, which extend to: serving stakeholders and shareholders; expecting ‘owner’ e ngagement and stewardship and serving the needs of environment and society.

Transfer and diffusion of governance concepts and practice to other organisational settings and contexts.

The recent history of corporate governance reform and future prospects for change that can help meet challenges presented by sustainability and governance failure.

Ideas about the remaking of capitalism and the role of corporate governance in this challenge.