A theoretical responsibility and accountability framework for CSR.

Journal of Global Responsibility, 1(1), 8-33.

Abstract
Purpose
– Responsibility and accountability are central to much of what managers do, but in the literature these complex social science concepts are confused. The paper aims to bring theoretical rigour, structure, consistency and parsimony to this field, using as an example the subcategories of responsibility referred to as corporate social responsibility (CSR) and global responsibility.

Design/methodology/approach
– This conceptual paper analyses and identifies overlaps, redundancies, gaps, limitations and flaws in current constructs of responsibility and accountability. Using this as a base, we propose a responsibility and accountability matrix comprised of eight constructs, which in turn underpin a process model in which responsibility precedes accountability.

Findings
– The eight constructs are shown to be sufficient and necessary to explain: the nature of the obligation that one party has to another (role, legal, ethical and moral responsibility); the responsibilities and accountabilities that arise from decisions, actions and behaviours (causal, judged and felt responsibility; external and felt accountability); and how these responsibilities differ from constructs that define the ambit of responsibility (personal, team, corporate, social and global responsibility). This then forms the basis of a proposed generic process model of responsibility and accountability that shows how the discrete and sequential stages of the process typically unfold, and how the responsibility and accountability constructs proposed above relate to each other and to the various process stages. It argues that concepts of CSR and global responsibility, poorly defined both in practice and in the literature, can be better understood when these eight constructs are applied to them.

Practical implications
– To underscore the practical implications of the theory, it shows, by reference to the model, how CSR and global responsibility can play out in the case of banks. However, being a generic model, it extends to many other applications in management and the social sciences.

Originality/value
– The proposed model is highly original, clarifying, augmenting, categorising and integrating concepts of accountability and responsibility. The paper is also original in providing a framework for reducing CSR and global responsibility to their constituent first‐order constructs.

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Kolb’s experiential learning model: Critique from a modeling perspective.

Studies in Continuing Education, 32(1), 29-46.

Abstract
Kolb’s experiential learning theory has been widely influential in adult learning. The theory and associated instruments continue to be criticized, but rarely is the graphical model itself examined. This is significant because models can aid scientific understanding and progress, as well as theory development and research. Applying accepted modelling and categorization criteria to Kolb’s basic model reveals fundamental graphic syntax errors, a failure to meet modellers’ graphic sufficiency and simplification tests, categorization and definitional problems relating to learning activities and typologies, misconstrued bi-polarities and flawed logic.

We propose guidelines for recasting the model with a view to overcoming these weaknesses, guiding future research and theory development, and starting to integrate the disparate field of experiential learning.

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The power of vision: Statements that resonate.

Journal of Business Strategy, 31(1), 37-45.

Abstract
Purpose
– The purpose of the paper is to identify characteristics of visions that are associated with desirable performance outcomes.

Design/methodology/approach
– The paper examines findings from various vision studies in American, Australian and Thai businesses to derive characteristics of effective vision statements.

Findings
– Effective visions are characterized by conciseness, clarity, abstractness, stability, future orientation, challenge and desirability or ability to inspire in Australian, Thai and US businesses. Such visions are associated with higher performance outcomes.

Originality/value
– While vision is emphasized by authors and consultants as critical to superior performance, little is known about what characterizes effective vision. This study uncovers this unknown.

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A generic multiple constituency matrix: Accountability in private prisons.

Journal of Public Administration Research & Theory, 19(3), 631-660.

Abstract
Public and private sector organizations and their constituents are subject to numerous, often competing, accountability pressures. Guidelines are lacking on how to identify and depict the extent and nature of multiple constituency (MC) relationships. This article identifies limitations of five existing MC schemas.

A proposed new MC matrix integrates seven accountability dimensions identified from the literature. The new matrix depicts potential accountability relationships and their nature and functions as a normative and diagnostic tool. The utility of this matrix for normatively depicting multiple accountability relationships and diagnostically monitoring accountability performance is illustrated by reference to prisons run by private operators.

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Transforming organisations towards sustainable practices.

International Journal of the Interdisciplinary Social Sciences, 4(1), 397-408.

Abstract
This paper focuses on the change process involved in adopting more sustainable practices within business organisations, adapting John Kotter’s (1995) eight steps in transforming organisations. The process begins with sharing the crisis of urgency regarding damage to the environment, ecology, ethics, and society. The politics involved in change are addressed using top management and powerful support groups, including representatives from diverse stakeholder groups. A clear vision of the future pointing to a sustainable enterprise needs to be created, communicated and shared, and tangible and intangible obstacles that may hinder achieving the vision modified or removed.

By identifying and celebrating short-term visible wins as sustainable practices are gradually introduced, people are encouraged to continue the change process to achieve longer-term embedding of sustainable practices into the firm’s systems. At this stage, changes that are more extensive can be introduced, until the final stage is reached where people accept that sustainable practices are a fundamental part of the organisational culture.

Theoretical Explanation For Success Of Deep-Level-Learning Study Tours

College Teaching Methods & Styles Journal, 4(1), 29-37.

Abstract
Study tours can help internationalize curricula and prepare students for global workplaces. We examine benefits of tours providing deep-level learning experiences rather than industrial tourism using five main theoretical frameworks to highlight the diverse learning benefits associated with intensive study tours in particular. Relevant theoretical models are Kolb’s Experiential Learning Model, Gregorc’s Style Delineator, Felder-Silverman Index of Learning Styles, VARK Questionnaire, and Dunn and Dunn’s Learning Style Model. Intensive study tours address nearly all the styles and techniques encompassed by these models.

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Note: this journal is now known as as the Journal of International Education Research.

Where have the mediating variables in leadership-performance research gone?

Journal of Business & Economics Research, 6(10), 73-84.

Abstract
The literature suggests that variables such as using a vision, organizational climate, and trust between leader and followers may mediate the relationship between leadership and organizational performance. Yet, existing research tends to ignore these potentially important variables. This paper addresses this gap, discusses the overlooked variables, and suggests directions for future research via 14 research propositions.

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