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Evidence from extant literature indicates that faculty support is a critical driver for implementing the United Nations Principles for Responsible Management Education (PRME), particularly for schools pursuing an advanced, cross-disciplinary level of sustainability integration. However, there is limited existing research offering insight into how to build faculty support for sustainability programs. Addressing this gap, the authors present an exploratory methodology using a survey and structural model to measure differential faculty support for sustainability. The methodology also increases awareness of the underlying drivers of and barriers to expanding the reach of sustainability across business faculty, ultimately allowing PRME institutions to address their distinct needs. The authors describe application of the methodology at a recent PRME signatory institution, including actions taken as a result of intriguing findings that identified difficulties in gaining broad faculty acceptance of PRME.

PurposeThe aim of this paper is to investigate how a manufacturer's relationship with firms operating in different institutional logics can facilitate or hinder the outcomes of research partnerships.Design/methodology/approachThe paper tests the study hypotheses based on a survey of 345 Chinese manufacturers.FindingsResults reveal that a manufacturer's partnerships with private firms and government institutions are both directly related to the manufacturer's innovation performance. However, the effectiveness of the research partnerships depends on the different institutional logics within which these organizations operate.Research limitations/implicationsThis study used a binary variable to capture the existence or absence of the partnership types examined implying that this variable does not capture the quantity of R&D relationships the firm is engaged in or the time period of such engagements.Practical implicationsIt is important for management to take into account the joint effect of both the firm and its partner's underlying institutional logics in establishing partnership relationships since the juxtaposition of different institutional logics can affect the outcomes of the relationship.Originality/valueThis research draws from institutional theory to contribute to knowledge in the area of innovation by emphasizing the importance of the overarching institutional logic on the effectiveness of different types of innovation‐driven research partnerships.

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