Trevor Hunter is an assistant professor at the Ivey Business School. He holds an MBA and PhD from the Ivey School of Business. For over 20 years Dr. Hunter has been involved with corporate and not-for-profit governance as a director, professor, researcher and consultant. Trevor’s research has been published in The Journal of Business Ethics, Journal of Non-profit Leadership and Education, Ivey Business Journal, and presented at the annual meetings of the Academy of Management, Academy of International Business, Strategic Management Society, Administrative Science Association of Canada, Greening of Industry Network, Association for Research on Non-profit Organizations and Voluntary Action and the Conference Board of Canada.
At King’s Trevor teaches courses on corporate governance, organizational design and international business and was the 2017 recipient of the King’s University College Award for Excellence in Teaching. For over ten years he has taught very successful 2-day sessions on non-profit boards through Western University's Continuing Studies and has presented sessions on the topic through the London Community Foundation, the United Way and Pillar Nonprofit Network.
Trevor is an active consultant to non-profit boards having worked with many organizations such as the Canadian Women’s Hockey League, the London Economic Development Corporation, Anago (Non) Residential Resources Ltd., St. Andrew's Residence, Merrymount Children's Centre, Reforest London and the University Students’ Council. In the for-profit space, he has consulted for global executive search firm Russell Reynolds Associates, Trudell Medical Marketing Limited, MCCG, and is a member of the advisory board for Try Recycling Inc.
Trevor has extensive board experience. He currently is a member of the King's University College Foundation Board and a member of the Governance Capacity Building Committee of the Ontario Association of Children's Aid Societies. Trevor was Chair of the Governance Committee of the Middlesex-London Board of Health, on the board of Youth Opportunities Unlimited, Board Chair at the London Small Business Centre, a member of the Board of the Southwestern Ontario chapter of the Institute of Corporate Directors, and a Co-founder and former Vice-chair of Airshow London.
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Martins, F.; Cezarino, L.; Liboni, L. L.; Hunter, T.; Batalhao, A.; Paschoalotto, M. A. C., 2024, "Unlocking the potential of responsible management education through interdisciplinary approaches", Sustainable Development, June 32(3): 2001 - 2019.
Abstract: Business schools are crucial to integrating sustainable development into management thought and practices, thereby promoting a paradigm shift toward responsible management education. Despite many business schools pledging to adopt the United Nations' Principles for Responsible Management Education, they have been criticized for failing to develop change agents toward sustainability. To fill this gap, this paper demonstrates how interdisciplinarity can be connected to responsible management education through critical and instrumental perspectives. To this end, we apply an interdisciplinarity model to 37 Principles for Responsible Management Education Schools' Reports, using content analysis, text-mining, and network theory tools. As a result, our findings suggest: (i) a taxonomy of critical and instrumental interdisciplinary studies and (ii) a framework of Principles for Responsible Management Education schools engaged in critical and instrumental interdisciplinarity. The framework we develop can serve as a diagnostic and prognostic tool for assessing how interdisciplinary can improve responsible management education in business schools. Our findings contribute to theory advancing research on the intersection of responsible management education and interdisciplinary approaches.
Link(s) to publication:
http://dx.doi.org/10.1002/sd.2757
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Martins, F. P.; Cezarino, L. O.; Liboni, L. L.; Botelho Junior, A. B.; Hunter, T., 2022, "Interdisciplinarity-Based Sustainability Framework for Management Education", Sustainability, October 14(19): 12289 - 12289.
Abstract: Business education faces shortcomings that can be mitigated through the broad perspective of interdisciplinarity, fulfilling a call for a greater orientation toward Education for Sustainable Development (ESD). Despite the relevance and urgency, current frameworks cannot embed context-related problems into their design, increasing the detachment of wicked problems and management education, and falling short of the goal-oriented prerogative. Interdisciplinarity is up to this task as an educational attitude and behaviour rather than a toolkit of cross-disciplinary classification. This paper aims to propose a framework for interdisciplinarity-based sustainability management for business education. We established the framework via a literature review analysis, and then we validated it through discussions with specialists from the United Nations Principles for Responsible Management Education (UN-PRME) to introduce a model with 49 evidence-driven, interdisciplinarity practices. We grouped results in three main dimensions of analysis connecting the 16 categories. We gave special attention to spaces of discomfort that ought to be fostered in business schools under a critical thinking perspective and the student’s role in the relevance of sustainability education. The work harbours practical implications for developing better practices for management education by blending an interdisciplinary approach to sustainability in the management education literature.Link(s) to publication:
http://dx.doi.org/10.3390/su141912289
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Cezarino, L. O.; Liboni, L. L.; Hunter, T.; Pacheco, L. M.; Martins, F. P., 2022, "Corporate social responsibility in emerging markets: Opportunities and challenges for sustainability integration", Journal of Cleaner Production, August 362: 132224 - 132224.
Abstract: In emerging markets, Corporate Social Responsibility and social entrepreneurship practices emerge as drivers of social inclusion and welfare. In countries with considerable demands for social and economic transformations, Corporate Social Responsibility provides a positive force for addressing society's major challenges such as the United Nations' Sustainable Development Goals (SDGs). In this paper, we examine how two projects selected by the United Nations Development Programme (UNPD) orient their operations toward responsible management practices in a transition economy context and answer two questions: 1) Does Corporate Social Responsibility supporting social entrepreneurship pave the way for greater inclusion?, and, 2) How do the Corporate Social Responsibility practices help achieve the SDGs? By focusing our analysis on stakeholder theory, we highlight how context can influence the strategic management process of social inclusion choices. Both cases provide practical implications of how the insertion of responsibility thematic in core business strategy acts as an effective driver for the development of fundamentally important SDGs.
Link(s) to publication:
http://dx.doi.org/10.1016/j.jclepro.2022.132224
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Hunter, T.; Bansal, P., 2007, "How standard is standardized MNC global environmental communication?", Journal of Business Ethics, March 71(2): 135 - 147.
Abstract: In this paper, we develop an argument to show why we expect that multinational companies will ensure that they communicate credibly about their environmental responsibility, across all their subsidiaries. Credible environmental communication helps to increase the firm's legitimacy and reduce its liability of foreignness on an issue that is globally relevant. We develop a measure to test if there is a standardized level of environmental communication credibility on the country-specific web sites of MNC subsidiaries around the world and find, in fact, that there is considerable variation across countries, among subsidiaries of different firms and among subsidiaries of the same multinational. We discuss the reasons for this and the implications for firm legitimacy.
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Bansal, P.; Hunter, T., 2003, "Strategic Explanations for the Early Adoption of ISO 14001", Journal of Business Ethics, December 46(3): 289 - 299.
Abstract: There are two different, and somewhat competing, strategic explanations for why firms certify for ISO 14001. On the one hand, firms may seek to reinforce their present strategies thereby further enhancing their competitive advantage. On the other hand, firms may use ISO 14001 as a mechanism to reorient their strategies, so that a clear signal is sent about the firm's change in strategic positioning. This paper aims to identify the most likely explanation for early adopters of ISO 14001.brbrUsing a matched pair design, we test these alternative explanations on a sample of US firms that certified for ISO 14001 in the first two years after its introduction. In particular, we tested whether ISO 14001 was used to reinforce or reorient firm strategies in respect to the natural environment, corporate social responsibility, quality, and internationalization.brbrWe found that firms that certified early for ISO 14001 had considerable environmental legitimacy and a strong international presence. We also found that the firm's commitment to corporate social responsibility and quality were not significantly different between certifies and non-certified firms. These findings suggest that early adopters of ISO 14001 leaded towards reinforcing rather than reorienting their firm strategy, which calls into question the ultimate reach of ISO 14001.
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