Details for The American University of Beirut

Participant Status


Type of Organization


Type of Education

Undergraduate, Post Graduate, Doctoral, Executive


Beirut, Beirut, Lebanon


Sign Up Date to PRME

18 Oct 2013

Current Sharing Information on Progress Report Submission

15 Nov 2018

Sharing Information on Progress (2018)

2018 SIP Report - View Report

Sharing Information on Progress (2015)

UN Global Compact Communication on Engagement (COE) Report & Principles for Responsible Management Education (PRME) Sharing Information on Progress (SIP) Report - View Report

Period Covered: Oct 2013 to Oct 2015

Achievements Curriculum Integration in the Field of Corporate Responsibility and Sustainability

The Olayan School of Business (OSB) at the American University of Beirut (AUB) is a new independent school established in 2000 as a separate faculty and named in honor of the late international Saudi businessman and AUB trustee whose family has been a major supporter of the School and the University. OSB has witnessed consistent growth, graduating over 10,000 undergraduate students and over 1500 graduates, in addition to growing its full time faculty from 13 academics in early 2000 to nearly 60 full time faculty in 2010.

OSB Stage 1 (2005-2007): Experimenting with CSR mainstreaming

Identification of a core group of faculty who are interested / prepared in offering an elective course pertaining to ethics and CSR at the undergraduate level

Experiment with offering Ethics/CSR as an undergraduate elective–teaching 1-2 sections of an elective Ethics/CSR course

Supplement course offerings through guest speaker lectures and events illustrating best practice and the positive impact of business through practical examples and show cases

One faculty member involved in serious CSR research

OSB Stage 2 (2007-2011): Expanding the boundaries

Identify organizations and programs that have available funding for CSR research and solicit partnerships and funding

Mainstream Ethics/CSR into a mandatory course offering – offering 8-12 sections of a required Ethics/CSR course

Expand CSR offerings to other programs at the graduate level, including the Executive MBA program and the MBA program

Identify faculty across different discipline areas, with an interest in CSR (e.g. corporate governance / finance faculty, accounting faculty and marketing faculty) and incentivize pursuit of joint research and funding opportunities

Supplement teaching with inter-disciplinary research allowing for cross-fertilization and establishing relevance of ethics / CSR across the School

Five faculty members involved in joint CSR research and publications

Stage 3 (2012-onwards): Institutionalization and anchoring

Establish a net impact student chapter in the School

Sign the UN PRME and consider its operational-ization

Establish an inter-disciplinary group from across the university with an interest in social issues (including health, ecology, policy, engineering)

Anchor importance of CSR within and outside the business school

Achievements Research Development in the Field of Corporate Responsibility and Sustainability

There is significant academic research as well as knowledge development opportunities with companies through an on-going CSR speaker series, and on-going relevant sustainability seminars which are offered free of charge to the community.

Examples of academic research include:

Jamali D.* and Neville, B.* Convergence vs divergence in CSR in developing countries: An embedded multi-layered institutional lens, Journal of Business Ethics, 102, 599-621.

Jamali D.*, Yianni, M.† and Abdallah, H.* Strategic partnerships, social capital and innovation: Accounting for social alliance innovation, Business Ethics: A European Review, 20, 4, 375-391

Cheah J.†, Jamali D.*, Johnson, J.* and Chien-Sung, M.* Drivers of CSR attitudes: The role of demography of socially responsible investors, British Journal of Management, 22, 2, 305-323.

Jamali D.* and Sidani, Y* Is CSR counterproductive in developing countries: The unheard voices of change. Journal of Change Management, 11, 1, 69-71.

Jamali D.*, Hallal, M.† and Abdallah, H.* Corporate governance and corporate social responsibility: Evidence from the health care sector, Corporate Governance, 10, 5, 590-602.


Jamali D.* The CSR of MNC subsidiaries in developing countries: Global, local, substantive or diluted, Journal of Business Ethics, 93, 2, 181-200.

Jamali D.* MNCs and international accountability standards through an institutional lens: Evidence of symbolic conformity or decoupling, Journal of Business Ethics, 95, 4, 617-640.

Jamali D.* and Mirshak R.† Business-conflict linkages: Revisiting MNCs, CSR and conflict, Journal of Business Ethics, 93, 3, 443-464.

Ullah S.† and Jamali, D.* Institutional investors and corporate social responsibility: The role of Islamic financial institutions, International Review of Business Research Papers, 6, 1, 619-630.


Jamali D.*, Zanhour M.† and Keshishian T.† Peculiar strengths and relational attributes of SMEs in the context of CSR, Journal of Business Ethics, 87, 3, 355-367.

Jamali, D.*, Sidani Y.*, and El-Asmar K.† Changing managerial CSR orientations: A three country comparative analysis of Lebanon, Syria and Jordan, Journal of Business Ethics, 85, 173-192.

Jamali D.*, Keshishian, T.† Uneasy alliances: Lessons learned from partnerships between businesses and NGOs in the context of CSR, Journal of Business Ethics, 84, 277-295.


Jamali D.*, Safieddine A.*, and Rabbath M.† CG and CSR: Synergies and inter-relationships, Corporate Governance: An International Review, 16, 5, 443-459.

Jamali D.* A stakeholder approach to corporate social responsibility: A fresh perspective into theory and practice, Journal of Business Ethics, 82, 213-231.

Jamali D.* and Sidani Y.* Classical Vs. modern managerial CSR perspectives: Insights from Lebanese context and cross-cultural implications, Business and Society Review, 113, 3, 329-346.


Jamali D.* The case for strategic corporate social responsibility in developing countries, Business and Society Review, 112, 1, 1-27.

Jamali D.* and Mirshak R.† Corporate social responsibility: Theory and practice in a developing country context, Journal of Business Ethics, 72, 243-262.


Jamali D.*, Mezher T.*, and Bitar H.† Corporate social responsibility and the challenge of triple bottom line integration: Insights from the Lebanese context, International Journal of Environment and Sustainable Development, 5, 4, 395-414.

Jamali D.* Insights into triple bottom line integration from a learning organization perspective, Business Process Management Journal, 12, 6, 809-821.

Examples of Lectures / Seminars

-Mr. Fadi Ghandour, CEO, Aramex; “Beyond CSR: Sustainability A Management Paradigm Shift”, December 10, 2009
-Mr. George Akiki, Regional Director for Corporate Affairs, Cisco Systems; “Best in the World, Best for the World: the CSR Journey of CISCO”, February 18, 2010
-Mrs. Gina Chammas, General Manager, Tomorrow’s Advice; “Business Social Responsibility or Corporate Social Responsibility: Modeling CSR for Small and Medium Enterprises”, April 21, 2010
-Mrs. Nada El Nashif, Regional Director, International Labour Office; “CSR: A Decent Work Perspective”, May 7, 2010
-Dr. Kathleen Getz, Associate Dean, Kogod School of Business, American University, DC; “Peace, Conflict and Commerce”, October 12, 2010
-Mrs. Wafa Tarnowska, Regional Director for CSR, DLA Piper Middle East; “CSR and the Economic Downturn”, October 22, 2010

Academic Year, 2010-2011

-Ms. Susi Soza – Associate Director, RGK Center, University of Texas at Austin – “Social Entrepreneurship – Doing Well by Doing Good.” – December, 12, 2010

-Ms. Janet Longmore- President and CEO, Digital Opportunity Trust, “Social Enterprise Partnerships – Smart CSR for Committed Corporations”, April 13, 2011

-Mr. Bassem Nasir – Regional Head – AccountAbility – Middle East and North Africa – “Responsible Competitiveness – CSR’s New Lens” – April 15, 2011

Academic Year, 2011-2011

-Ms. Maria Sillanpaa –Founder, Sustainability Advisory Group, UAE– “Responsible Growth, an Obligation or an Opportunity” – November, 3, 2011

-Mr. David Haskell – CEO – DreamsIndeed International– “ Impact Beyond Profits: Harnessing Values for Social Enterprise Performance in MENA” – November 21, 2011

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