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Stewardship and Governance (BUS509)
Section 1: General Information
1.1 Administrative details
Associated HE Award(s) Duration Level Unit Coordinator
Doctor of Philosophy
M. Business (Research)
MBA Standard Study Period (SSP) for online, blended and on-campus learning: 14 weeks
AQF 9 Dr Sunaina Gowan
Session Census Date Lecturer
Semester 2, 2019 August 21st, 2019 Dr Patrick Kakwezi Amy Lee
1.2 Core or elective unit
Indicate if the unit is a core unit
elective unit
1.3 Unit weighting
Unit Credit Points Total Course Credit Points
6 credit points
96 credit points, Master of Business Administration
1.4 Student workload
Contact hours/week Personal study hours/week Workload hours/week Workload hours/unit
SSP = 2.5 (1 Topic/week)
SSP = 7.5 hours/week
SSP = 10 hours/week
SSP = 140 hours/unit
1.5 Mode of delivery, attendance and assessments submission
Indicate if this unit is delivered
face-to-face online intensive by a combination of modes
The unit consists of 12 Topics, with two Topics forming a Module. In terms of their subject matter, Modules are described alpha-numerically, e.g. Module A.1, A.2, B.1, B.2.
The unit may be offered in a number of modes over the academic year (face-to-face, online, intensive, or combination of online, face-to-face and/or intensive), with one or more modes being offered in any one Standard Study Period (SSP) depending on demand. For example, the unit may be offered in face-to-face mode in one SSP, and in online mode in another SSP. Online materials will be used to supplement classbased learning and to maximise opportunities for students to engage in formative assessments, forums, group activities and case study analysis.
When offered in an SSP, each Module is taught over two weeks.
© Excelsia College

Excelsia College requires attendance at a minimum of 80 per cent of all seminars, workshops or lectures, unless otherwise stated in a Course Unit outline. In cases where a student is unable to attend at the required rate, Special Consideration may need to be applied for. Any such request for Special Consideration must be accompanied by well-attested evidence of illness, injury or misadventure.
Assessment tasks submitted after the due date, without prior approval/arrangement, will be penalised at 5% of the available marks per day. Requests for extension of time must be made based on Special Consideration guidelines. All extension requests must be submitted BEFORE the assignment due date and must be submitted in writing using the Application for Extension. Any requests for extension must first be taken to your lecturer
1.6 Prerequisites
Are students required to have undertaken a prerequisite/co-requisite unit(s) for this unit?
Yes
No
1.7 Other resource requirements
Do students require access to specialist facilities and/or equipment for this unit?
Yes
No
A personal computer capable of running Microsoft Office, and access to the Internet. The Internet connection should be readily available and allow large amounts of data to be streamed or downloaded.
Section 2: Academic Details
2.1 Aim/purpose/rationale of unit
Stewardship is not about risk avoidance, but in the spirit of the ten talents discussed in Mathew 25, it concerns how best to maintain and add value to that with which one is entrusted. In a business context, this view is captured by two notions, corporate ‘social responsibility’ and ‘governance.’
From a leadership perspective, stewardship seeks to maintain and/or enhance value for present and future stakeholders. For leaders operating in a corporate context, stewardship is the process through which directors, managers, shareholders and/or others seek to influence organizations in the direction of longterm, sustainable performance that derives from contributing to human, environmental and social wellbeing. Corporate social responsibility’ is in some ways the secular articulation of the ‘outward-looking’ perspective of stewardship.
Governance refers to the procedures and practices associated with decision-making, performance and control, which provide structures and satisfy expectations of accountability and compliance in organizations.
‘It could be termed the ‘inward-looking’ perspective of stewardship. While mindful of the external legal, socio-political and ecological environment in which an organization operates, the perspective taken in this unit is that an organization’s governance function is essentially introspective and focused on the proper management of the organization in the pursuit of shareholder value and/or stakeholder interests. In other words, governance is as much a matter of risk minimization as it is a process for ensuring probity.
The unit discusses governance and corporate social responsibility through the lens of stewardship, understood as a willingness to be held accountable for the well-being and enhancement of the interests of others.
Where appropriate this unit is supplemented by Biblical, ethical, philosophical and social scientific materials and perspectives.
2.2 (a) Unit Outcomes mapped to Graduate Attributes
On successful completion of this unit, the student should be able to: This unit supports the achievement of Graduate Attributes:
(a) Demonstrate an advanced, critical appreciation of the relationship and relevance of stewardship to corporate governance theory and practice 1 (Deep Knowledge)
2 (Critical Analysis)
4 (Effective Communication)
(b) Analyse the principles, theory and practice for corporate governance 1 (Deep Knowledge)
2 (Critical Analysis)
4 (Effective Communication)
7 (Technical Competence)
(c) Demonstrate an advanced, critical appreciation of how organisational culture influences corporate governance and
corporate social responsibility practices 1 (Deep Knowledge)
2 (Critical Analysis)
(d) Integrate biblical frameworks into a contemporary understanding of stewardship, corporate social responsibility and governance 1 (Deep Knowledge)
2 (Critical Analysis)
3 (Lifelong Learning)
5 (Christian Ethical Action)
6 (Self Direction)
(e) Demonstrate a critical understanding of the relationship between stewardship and leadership, and between leadership and governance 1 (Deep Knowledge)
2 (Critical Analysis)
3 (Lifelong Learning)
4 (Effective Communication)
5 (Christian Ethical Action)
2.2 (b) Unit Outcomes mapped to Course Outcomes
Unit Learning Outcomes Course Outcomes
(a) Demonstrate an advanced, critical appreciation of the relationship and relevance of stewardship to corporate governance theory and practice 1, 3, 4, 5
(b) Analyse the principles, theory and practice for corporate governance 1, 3, 4, 5
(c) Demonstrate an advanced, critical appreciation of how organisational culture influences corporate governance and corporate social responsibility practices 1, 3, 4, 5, 6
(d) Integrate biblical frameworks into a contemporary understanding of stewardship, corporate social responsibility and governance 2, 9
(e) Demonstrate a critical understanding of the relationship between stewardship and leadership, and between leadership and governance 1, 3, 5, 6, 7
2.3 Unit content and structure
Topic code Topics Prescribed Pre-reading Learning Activities
1 •

• The concept of stewardship
Stewardship and leadership
Service and stewardship Texts
Block, P. (2013), Stewardship: Choosing service over self-interest, (2nd ed.). San Francisco, CA: Berret-Koehler Publishers, Chapters 1, 2.
Wilson, Ken. R. (2016). Steward leadership in the nonprofit organization. Downers Grove, IL: InterVarsity Press.
Introduction to p.40.
Introduction to course and assessment expectations.
Discussion:
Why Stewardship?
Personal Reflection:
Success and God
Instructions: Stewardship
Construct Paper
2 •
• Ownership and responsibility
Stewardship and management Texts
Block, P. 2013, Chapters 3, 4.
Wilson, L. 2016. pp. 41-81
Video 2.1 Boa, Ken.
[AUDIO: The following URL will direct you to an audio discussion of biblical stewardship [parable of the talents] by Dr. Ken Boa, author of Handbook of Leadership.
http://www.bible.org/page.php?pag e_id=3396 (30 minutes)
Discussion: Stewardship – ownership/ responsibility
3 •
• Origins and definitions of governance
Essential principles of corporate governance
Text
Tricker, B., (2015). Corporate governance: Principles, policies and practices, Oxford, U.K: Oxford University Press. Chapters 1 & 2
Reading 3.1
Ahmad, S., & Omar, R. (2016). Basic corporate governance models: A systematic review. International Journal of Law and Management, 58(1), 73-107.
Assessment: Case Study/
Discussion Forum Due Governance and Stewardship
4 •
• Governance and stewardship The ‘stewardship contract’ Text
Block, P. 2013, Chapters 5, 6.
Tricker, B. 2015, Chapter 3
Reading 4.1
Garriga, E., & Mele, D. (2004), Corporate social responsibility theories: Mapping the territory, Journal of Business Ethics, 53(1/2) 51-71.
Discussion: Governance and
Stewardship
5 •
• Corporate governance models
Regulation of corporate governance
Text
Tricker. B. 2015, Chapters 5 and
6
Discussion: Impact of regulations on governance
practices
Assessment: Case study/
Discussion Due
6 •

• Corporate governance and corporate social responsibility – connecting the dots
Stakeholders in corporate
governance and social responsibility Stewardship and leadership
Texts
Tricker, B. 2015, Chapter 9
Wilson, K. 2013. pp. 85-106.
Reading 6.1
Fukukawa, K., Balmer, J., & Gray, E.R. (2007). Mapping the interface between corporate identity, ethics and corporate social responsibility, Journal of Business Ethics, 76(1), 1-5.
Reading 6.2
Hernandez, M. (2008), Promoting stewardship behavior in organizations: A leadership model, Journal of Business Ethics (80), 121-128.
Discussion:
Corporate governance and
CSR
7 •
• Board functions and structures
Shareholders, directors and officers
Text
Tricker, B. 2015, Chapters 4 and 7.
Reading 7.1
Cole S. 2010, Mind the
Expectation Gap: The Role of a
Company Director, Australian Institute of Company Directors, Sydney.
Assessment Due :
Stewardship Construct
Paper; Block & Wilson
8 •

• The practice of
Board Leadership
Effectiveness of Boards
Stewardship and board structure Text
Tricker, B. 2015, Chapters 13 and
15
Reading 8.1
Muth, M. and Donaldson, L. (1998), Stewardship theory and board structure: A contingency approach. Corporate Governance: An
International Review, 6, 5–28. doi:10.1111/1467-8683.00076
Discussion:
Board Effectiveness
9 •
• Sustainability and sustainable development
Stewardship and sustainability Reading 9.1
Hahn, R. (2011). Integrating corporate responsibility and sustainable development: A normative-conceptual approach to holistic management thinking, Journal of Global Responsibility, 2(1), 8-22.
Reading 9.2
Heuer, M. (2010). Defining stewardship: Towards an organizational culture of sustainability, Journal of
Corporate Citizenship, Winter, 3141. Assessment: Case Study/
Discussion Due
Sustainability
10 •
• Stewardship as a business strategy
Positives and negatives: the reality and the deception Text
Block, P. 2013, Chapters 12, 13.
Reading 10.1
Galbreath, J. (2010). How does corporate social responsibility benefit firms? Evidence from Australia, European Business Review, 22(4), 411-431. Discussion:
CSR, Sustainability,
Stewardship
11 • Case studies in corporate
governance
Text
Various case studies from Tricker,B., 2015.
Reading 11.1
Glinkowska, B., & Kaczmarek, B. (2015). Classical and modern concepts of corporate governance (stewardship theory and agency theory). Management, 19(2), 8492.
12 •
• Recreating an organisation through stewardship
Leadership, stewardship and Governance Texts
Block, P. 2013, Chapters 15, 16.
Reading 12.1
McCuddy, M.K. & Pirie, W.L. (2007). Spirituality, stewardship, and financial decision making: Toward a theory of intertemporal stewardship, Managerial Finance, 33(12), 15-32.
13 Assessment Week Major Paper Due
2.4 Teaching methods/strategies
Learning occurs through prescribed reading, class discussions and activities, case study analysis, project work and peer review. This unit includes online presentation using a range of content-based and interactive learning materials, objects and strategies (e.g. study guides, quizzes, websites, podcasts, discussions and online forums).
Methodology Student Workload
Interaction with online materials (including completion of formative assessments, and contributions to groups, forums, and discussions) 50 hours
Reading 45 hours
Assessment (including research and preparation) 45 hours
Total student workload 140 hours
2.5 Student assessment
Students must complete and submit/present all assessment tasks itemised below.
Assessment Type When assessed Weighting Learning
Outcomes assessed Criteria for assessment
1. Stewardship Construct Paper (1500 words)
Review the models of stewardship presented by Wilson (2016) and Block (1993). Choose either the Wilson or Block model and in narrative form, explain the selected model and critique it to justify your choice. Then analyse the potential benefits and challenges that might occur upon employing either the Wilson or Block model (your choice) to your organizational setting.
Your paper should include a discussion of key elements of the model of stewardship chosen in addition to analyzing the potential benefits and challenges posed by employing the model in your organizational setting. If you do not currently work in an organizational setting, choose an organizational setting with which you are familiar for your analysis.
Your paper should include scholarly support from the literature (minimum of 8 scholarly references) and be written in the correct APA 6 format. The paper should be 1500 words exclusive of the title and references page(s).
Week 7 30% Unit
Outcomes
(a), (b), (c),
Course
Outcomes
1, 3, 4, 5
AQF 9
Descriptors
1, 3, 4, 5 • Critical evaluation and analysis of the literature demonstrating the depth, breadth and relevance of the research undertaken
• Depth and breadth of knowledge demonstrated through an advanced and integrated understanding of the chosen topic
• Clear explanation reflecting on the assessment of the topic to a broad audience
2. Case Studies/ Discussion Forums
(1500 words)
Students will be required to prepare written answers to a set of questions related to case studies and/ or analyse and discuss Stewardship/ Governance concepts and issues in discussion forums throughout the unit sessions
Weeks 3,
5, and 9
30% Unit
Outcomes
(a), (b), (d),
(e)
Course
Outcomes
1, 2, 3, 4, 6
AQF 9
Descriptors
1, 2, 3, 4, 6
• Timely participation and engagement in the discussion forum including substantive responses to peers and instructors on the key issues posed in cases and forum topics.related to cases and topics.
• Critical evaluation and analysis of identified key issues demonstrating an advanced and integrated understanding of the issues.
• Synthesis of the relevant literature and the research undertaken including an assessment of the application of established
theories to the issues identified in topics and cases discussed
• assessment of issues, alternative solutions and recommendation to broad audience
3. Stewardship and SSP 40% Unit • Depth and accuracy of Governance paper (2500 Week 13 Outcomes knowledge, understanding words) (a), (b), (c), and critical analysis
IM (d), (e)
Write a summative paper on Week 7 applicable to each question seminal theories of governance Course • Degree of organisation, and stewardship that inform Outcomes extent of development and effective organizational 1, 3, 4, 5, 6 evidentiary support for ideas leadership in non-profit or for- and arguments examined in
profit organizations. Your AQF 9 essay responses assertions should be supported Descriptors • Well written; good with a minimum of ten scholarly 1, 3, 4, 5, 6 organization of thought
sources from the literature. The (such as introduction, paper, written entirely in the third
person per APA 6 format thought transitions, requirements and supported by summative conclusion);
appropriate theories and compliance with APA
research, incorporating biblical/ guidelines; and careful ethical principles, should include: attention to sentence
structure, grammar, an introduction; punctuation, and spelling. a discussion of key
theories of governance that have contributed to organizational effectiveness in general (a minimum of three theories should be discussed;
contributions of
stewardship theory in general to effective governance in nonprofit and for-profit organizations; the relationship of a
leader’s values and beliefs to effective governance in organizations; a conclusion.
2.6 Prescribed and recommended readings
PRESCRIBED READING
Texts:
Block, P. (2013), Stewardship: Choosing service over self-interest, (2nd ed.). San Francisco, CA: BerretKoehler Publishers
Wilson., Ken., R. (2016). Steward leadership in the nonprofit organization. Downers Grove, IL: InterVarsity Press.
Tricker, B., (2015). Corporate governance: Principles, policies and practices, (3rd ed.), Oxford, U.K: Oxford University Press.
Readings:
Reading 1.1 Heuer, M. 2010, ‘Defining Stewardship: Towards an organizational culture of sustainability’, Journal of Corporate Citizenship, Winter, pp 31-41.
Video 2.1 Boa, Ken.
[AUDIO: The following URL will direct you to an audio discussion of biblical stewardship [parable of the talents] by Dr. Ken Boa, author of Handbook of Leadership.
http://www.bible.org/page.php?page_id=3396
(30 minutes)
Reading 3.1 Ahmad, S., & Omar, R. (2016). Basic corporate governance models: A systematic review. International Journal of Law and Management, 58(1), 73-107.
Reading 4.1 Garriga, E., & Mele, D. (2004), Corporate social responsibility theories: Mapping the territory, Journal of Business Ethics, 53(1/2) 51-71.
Reading 6.1 Fukukawa, K., Balmer, J., & Gray, E.R. (2007). ‘Mapping the interface between corporate identity, ethics and corporate social responsibility, Journal of Business Ethics, 76(1), 1-5.
Reading 6.2 Hernandez, M. (2008), Promoting stewardship behavior in organizations: A leadership model, Journal of Business Ethics (80), 121-128.
Reading 7.1 Cole S. 2010, Mind the Expectation Gap: The Role of a Company Director, Australian Institute of Company Directors, Sydney. http://www.companydirectors.com.au/~/media/resources/director-resourcecentre/publications/books/pdfs-various/mind-the-expectation-gap-whitepaper-freepdf.ashx?la=en
Reading 8.1 Muth, M. and Donaldson, L. (1998), Stewardship theory and board structure: A contingency approach. Corporate Governance: An International Review, 6, 5–28. doi:10.1111/1467-8683.00076
Reading 9.1 Hahn, R. (2011). Integrating corporate responsibility and sustainable development: A normative-conceptual approach to holistic management thinking, Journal of Global Responsibility, 2(1), 8-22.
Reading 9.2 Heuer, M. (2010). Defining stewardship: Towards an organizational culture of sustainability, Journal of Corporate Citizenship, Winter, 31-41.
Reading 10.1 Galbreath, J. (2010). How does corporate social responsibility benefit firms? Evidence from Australia, European Business Review, 22(4), 411-431.
Reading 11.1 Glinkowska, B., & Kaczmarek, B. (2015). Classical and modern concepts of corporate governance (stewardship theory and agency theory). Management, 19(2), 84-92.
https://search.proquest.com/docview/1817901221?pq-origsite=summon
Reading 12.1 McCuddy, M.K. & Pirie, W.L. (2007). Spirituality, stewardship, and financial decision making: Toward a theory of intertemporal stewardship, Managerial Finance, 33(12), 15-32.
RECOMMENDED READING
Australian Government 2010, Corporate Governance Handbook for Company Directors and Committee Members, Commonwealth Government of Australia, Canberra.
Australian Stock Exchange (2014), Corporate Governance Principles and Recommendations (3rd ed.), ASX Corporate Governance Council, Sydney.
Birch, D. 2008, ‘Ten Principles of Corporate Citizenship’, Social Responsibility Journal, 4(1), pp 129-135.
Gourevitch, P.A. & Shinn, J. 2005, Political Power and Corporate Control: The new global politics of corporate governance, Princeton University Press, Princeton.
Greenleaf, R.K. 2002, Servant Leadership: A journey into the nature of legitimate power and greatness, (25th anniversary ed.), Paulist Press, Mahwah.
Kiel, G. C. and Nicholson, G. J. (2003), Board Composition and Corporate Performance: how the Australian experience informs contrasting theories of corporate governance. Corporate Governance: An International Review, 11: 189–205. doi:10.1111/1467-8683.00318
Rodin, R. 2010, The Steward Leader, InterVarsity Press, Downers Grove.
Wong, K.L. & Rae, S.B. 2011, Business for the Common Good: A Christian vision for the marketplace, InterVarsity Press, Downers Grove.
Recommended Journals
Academy of Management Journal
Academy of Management Review
Australian Journal of Management
Corporate Governance: An International Review
Harvard Business Review
Journal of Business Ethics
Journal of Corporate Citizenship
Journal of Law, Economics and Organisation
Journal of Management Studies
Management Decision
Social Responsibility Journal Sloan Management Review
Recommended Websites
Association of Management (HR Division): http://www.hrdiv.org/
Australian Institute of Company Directors: http://www.companydirectors.com.au/
Australian Institute of Management: www.aim.com.au
Australian Journal of Organisational Behaviour and Management:
http://www.usq.edu.au/extrafiles/business/journals/HRMJournal/AJMOB-archives.htm
Australian Securities and Investments Commission: http://www.asic.gov.au/
Boston College Centre for Corporate Citizenship: http://ccc.bc.edu/
Business and Professional Ethics Journal: http://www.pdcnet.org/bpej/Business-and-Professional-EthicsJournal
Business Ethics Quarterly: http://nbs.net/research-journal/business-ethics-quarterly/
Business for Social Responsibility: http://www.bsr.org/
Centre for Corporate Governance: www.corpgov.deloitte.com
Corporate Governance Network: http://corpgov.net/
Corporate Social Responsibility Newswire: http://www.csrwire.com/
Ethical Corporation: http://www.ethicalcorp.com/
European Corporate Governance Institute: www.ecgi.org
Institute of Corporate Directors Canada: www.icd.ca/
Institute of Directors UK: http://www.iod.com/
The Ethics Centre: http://www.ethics.org.au/
Stewardship Services: http://www.stewardship.org.uk/
The Journal of Business Ethics: http://www.springer.com/social+sciences/applied+ethics/journal/10551
World Bank Governance and Anti-corruption:
http://web.worldbank.org/WBSITE/EXTERNAL/WBI/EXTWBIGOVANTCOR/0,,menuPK:1740542~pa gePK:64168427~piPK:64168435~theSitePK:1740530,00.html

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