The term Sustainable Development has been used in many different contexts and consequently has come to represent many different ideas. The purpose of this paper was to explore the underlying meaning of the term Sustainable Development, and to assess the dominant ethic behind such meaning. Through this exploration, we uncovered a change in the semantic meaning of the term, and described what that meaning entails. The term Sustainable Development had the potential, we argue, to stimulate discursive engagement with respect to the future development of society within an ethical framework based around the values of inclusivity, diversity, and integration. The importance of philosophical context within which the term is used influences the definitional process of meaning, and has been simulated into the language of the dominant scientific-economic paradigm. We go on to explore how this meaning change has come about. In doing so we looked to the Enlightenment period and the resulting philosophies to explore the foundations of meaning, and then to the work of Jürgen Habermas to explain how the scientific-economic paradigm came to dominate the meaning of Sustainable Development.

As the second part of a research agenda addressing the idea and meaning of Sustainable Development, this paper responds to the challenges set in the first paper. Using a Foucaudian perspective, we uncover and highlight the importance of discourse in the development of societal context which could lead to the radical change in our epistemological thought necessary for Sustainable Development to reach its potential. By developing an argument for an epistemological change, we suggest that business organizations have an ethical responsibility towards revaluating Sustainable Development, leading to a discourse based on an integrated inclusive process of celebrating diversity in all its forms. The paper goes on to explore the argument for such a change. This exploration is based on three issues: the notion of over simplification in the promotion of development; the idea of an imbalance in the interaction of business and government operating in the larger context of society; and the notion of increasing responsibility with increasing influence in terms of the business organization within society. Having established the argument for an ethical choice by business organizations, we then reflect on how such a change could be incorporated into an organization.

As one of the world's most traded commodities, coffee has been criticized for its contribution to environmental degradation, social injustice, and economic disparities between the producing regions of the Global South and consuming countries of the Global North. However, the Fair Trade concept is promising to change this through the establishment of a trading system where producers, importers, and processors form a more direct network characterized by an established set of ethical principles and practices deemed as “fair.” While the transformational benefits of Fair Trade at the producer level have been examined in several impact studies, the farmers' low awareness and understanding of Fair Trade concepts, principles, markets, and customers represent an issue of concern. Among the many benefits associated with increased Fair Trade awareness is greater participation in Fair Trade governance bodies and the long‐term viability of the market itself. This research looks at Fair Trade from the perspective of farmers and their cooperative and uses the case of Cooperativa Agraria Cafetalera Pangoa, Peru, to examine how Fair Trade awareness (defined as knowledge of different areas of Fair Trade) is understood at the producer level. We then develop a three‐level Fair Trade awareness Model that illustrates both the existing and desired levels of understanding with regard to Fair Trade awareness.

Synopsis Ian Henson was about to take the biggest financial risk of his life. He had just agreed to purchase three Booster Juice franchise stores in Kamloops, British Columbia, Canada. Henson knew that transitioning leadership at companies was a difficult task, and he was aware that he was replacing a popular leader: Natalie Peace. Compounding the challenge ahead of Henson were two major hurdles, the first was demographic in nature: Booster Juice’s employee group was young (on average below 20 years old) and many adored Peace, he was certain that whoever replaced her would have a difficult transition. The second challenge was managing change: Henson needed to cut costs. Peace had several generous policies that Henson needed to consider altering or removing, a potentially unpopular task. Initially, this case puts students in Henson’s shoes: How should he handle the specific aspects of this leadership transition? It allows professors to examine the broader issue of managing a change process. Research methodology Data for the case were collected from various sources. Public records, historical documents, and media reports were the main source for general background information and context. Primary data were collected through a series of interviews with the present and past owners of the Booster Juice franchises discussed. Relevant courses and levels This case was developed for use in an undergraduate management course or where change management and leadership are specific modules, an organization behavior class is a good example of where the case should fit. The objective of the case is to illustrate the challenges that resulted from a change in leadership and examine how to manage the change process. The thought-provoking element in this case is the leaders involved have very different leadership styles. The authors anticipate this case would be one used early in the course, as it is concise and straightforward to read, and clearly illustrates the issues to be examined. It provides an effective tool through which to introduce students to change management and styles of leadership. The added value is that the case is based on a company built by an undergraduate student and thus students tend to be very interested in the business itself. Theoretical bases The main theoretical base for the case is based on change management and exemplary leadership. To facilitate this the authors use Kurt Lewin’s models of change, Kotter’s eight step process, specifically referring to Kotter (1995). The authors then use Kouzes & Psoner five practices of exemplary leadership, referring to Kouzes, and Posner (2003). The authors specifically reference Northouse (2010).