Transforming Tomorrow 8 Principles for Responsible Management Education (PRME) is a UN-supported initiative to raise the profile of sustainability in global business schools, and ensure they provide future leaders with the skills to balance economic and sustainability goals. Lancaster University Management School (LUMS) is a PRME signatory, and in 2020 Pentland Centre Director Jan Bebbington led a team to produce its first report, explaining how LUMS has and will incorporate responsibility. This action plan gives more detail of what LUMS plans to do next. Strategy and Vision n Translate our core capabilities through the lens of economic, environmental and social responsibility to be more specific about actions (see also, Mobile Access North Yorkshire, P4) and capabilities needed to be a responsibility-focused institution. n Explore how an integrated reporting framework may be used to explain our performance in the area of responsibility. n Involve teaching partners in PRME activities from 2022. Teaching n Identify links between SDGs and subjects taught across LUMS. n Develop a common understanding of the array of topics and issues taught that are connected to questions of responsibility. n Develop a student guide by programme to identify where responsibility-themed topics are addressed. n Create a learning community of PhD candidates exploring responsibility-focused themes. Research n Undertake a more systematic audit of responsibility- themed research. n Identify and undertake concrete actions to build synergy between research in various departments. n Identify and undertake concrete actions to build synergy between research in LUMS and across Lancaster University. Wider societal engagement n Create a baseline map of responsibility-themed connections between LUMS activities, the Dean’s Council and the Young Leaders’ Council. n Develop a strategy for systematically leveraging responsibility across external engagement. PRME in LUMS Colleagues in the Pentland Centre continue to search for wellfounded and useful conceptual tools with which to understand the world as it is and how it could be in the pursuit of sustainability in business. Some of these tools are covered in this report, such as resilience (P10) and stewardship (P14). In September 2022, the Centre hosted a workshop to develop insight into another potential framing: ‘infrastructuring moral markets’ (see P4). This is a way of framing and reflecting upon (1) how, and by what means, expectations about what constitute right/proper/moral ways of working change; and (2) by what means these new expectations materialise and are put into practice. This framework is predicated on something being found not to function well (e.g. irresponsible business behaviour, or unintended/damaging social/environmental impacts from activities). Changing a reality (i.e. newmarkets) involves the idea of infrastructuring. Infrastructures in this context include: (1) knowledge and expertise about how to address current market shortcomings; (2) rules that govern how agents act together and rules for market functions, as well as the functionality of these rules; and (3) people who act in purposeful ways to achieve outcomes. This framing means that as a researcher you pay attention to what people believe as well as what they do (and what they do it with) to better understand the behaviour of markets. Colleagues at our workshop used this framework to reflect upon: the conduct of financial firms, corporate governance, project management, management education, and the role of a civic university. Responsibility Scholarship
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