Mary-Ellen Boyle

Walking Our Talk: Business Schools, Legitimacy, and Citizenship

Business and society scholars have analyzed the citizenship activities of private firms, but what of their own institutions? This article introduces the concept of business school citizenship (BSC), examining it as a response to the legitimacy pressures created by competing corporate and university interests in the U.S. management-education context. Theories of corporate and of university social responsibility are used to explain BSC, and these theories form the basis of the argument that such activities can be justified and should be increased.

Poverty, Partnerships, and Privilege: Elite Institutions and Community Empowerment

During the 1990s, universities and foundations separately entered into community partnerships with the intent of revitalizing poor urban neighborhoods. We describe the historical context that preceded their involvement in these partnerships, outline the evolution in ideas about “community empowerment” integral to such partnerships, and explain the partnership models attractiveness. We then analyze how and why these partnerships embraced the rhetoric of community empowerment and discuss the paradox of elites attempting to empower poor people. Our analysis suggests that these partnerships allowed for the appearance of an inclusive solution to community problems, while maintaining the legitimacy and privilege of their elite sponsors.

Solving business problems through the creative power of the arts: catalyzing change at Unilever

Purpose – Business leaders, in increasing numbers, are looking to the creative power of the arts in their efforts to manage strategic change, to enhance innovation, or to strengthen corporate cultures. In this case study, we focus attention on what is widely regarded as one of the worlds most extensive corporate arts‐based learning initiatives, the Catalyst program at Unilever.Design/methodology/approach – In a wide‐ranging interview with James Hill, now a group vice‐president and Catalysts leading executive sponsor, this paper explores the origins, operations, and outcomes of this innovative program.Findings – Finds that Catalyst came about as a result of savvy leadership and a corporate willingness to take risks in developing an “enterprise culture;” it now flourishes in three divisions due to ownership at multiple levels of the organization as well as its ability to stimulate new product development, attract and retain creative people, and boost the companys marketing efforts; and it persists becaus...