Bruno Dyck Research and Writing
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My understanding of "sustainable" management refers to balancing multiple forms of well-being, including financial, social, ecological, physical, spiritual and psychological well-being. Much of my research provides the theoretical, conceptual and empirical bases for differentiating between Financial Bottom Line (FBL) management, Triple Bottom Line (TBL) management, and Social and Ecological Thought (SET) management (as described in textbook by Dyck, Caza & Starke, 2018). 

Dyck, B., and R. Manchanda (2021). "Sustainable marketing based on virtue ethics: 
    Addressing socio-ecological challenges facing humankind
." Academy of Marketing Science
    Review, 11: 115-132.

This paper presents an approach to the 4 Ps of marketing based on virtue ethics and a Social and Ecological Thought (SET) perspective that places social and ecological well-being ahead of financial well-being (e.g., firms are financially viable, but to do not need to maximize profits). This SET approach to sustainable marketing is contrasted to both Triple Bottom Line (TBL)  and Financial Bottom Line (FBL) approaches based on utilitrian ethics.


Dyck, B. (2020). "The integral common good: Implications for Mele's seven key practices of
     humanistic management."
Humanistic Management Journal, 5(1): 7-23.
Building on previous understandings of the common good (which tend to focus on a particular community of people or on humankind generally), this paper develops the idea of the integral common good (which refers to the conditions of social and ecological life association with a flourishing holistic community), and describes implications for management practice. What if managers had a moral responsiblity to enhance the well-being of the socio-ecological community we all belong to?

Dyck, B., Walker, K., & Caza, A. (2019). "Antecedents of sustainable organizing: A look at
    the relationship between organizational culture and the triple bottom line
." Journal of
    Cleaner Production, 231: 1235-1247.
This paper examines predicted relationships between the four types of culture associated with the competing values framework (clan, bureaucracy, market, and adhocracy) and four emphases in sustainability (social, financial, ecological, and general).

Dyck, B. & Silvestre, B. (2019). "Enhancing socio-ecological value creation through 
     sustainable innovation 2.0: Moving away from maximizing financial value capture
." Journal
     of Cleaner Production, 171: 1593-1604.
This empirical paper shows how radical organization theory may be better-suited than conventional  theory to serve the needs of managers of the world’s most prevalent and neediest organizational form: there are 500 million small-scale farms (less than 5 acres), and 70 percent of the world’s chronically-malnourished people live on small-scale farms.

Dyck, B. & Silvestre, B. (2019). "A novel approach to sustainable innovation in an
     international development context: Lessons from small-scale farms in Nicaragua."

     Organization Studies, 40(3): 443-461.
This grounded theory paper presents counter-mainstream approach for promoting agronomic innovations that promote socio-ecological well-being. 

Dyck, B., & Greidanus, N.S. (2017). "Quantum Sustainable Organizing Theory: A study of
     Organization Theory as if matter mattered
." Journal of Management Inquiry, 26(1): 32-46.
This paper draws on quantum ideas like entanglement and uncertainty to develop socio-ecologically sustainable organization theory that challenges the Newtonian assumptions that underpin conventional organization and management theory.

Dyck, B. (working paper). “Radical sustainable entrepreneurship: A typology and a process  
     model
.” 
This theory building paper develops a multidimensional typological framework regarding what constitutes sustainable entrepreneurship, and develops a model of radical sustainable entrepreneurship that is both paradigmatic in scope and processual in nature.

Neubert, M., & Dyck, B. (2016). "Developing sustainable management theory: Goal-setting
     theory based in virtue
." Management Decision, 54(2): 304-320.
​This paper develops goal-setting theory based on virtue theory.

Walker, K., N. Ni and B. Dyck (2015). “Recipes for successful sustainability: Empirical 
   organizational configurations for strong Corporate Environmental Performance
.” Business 
   Strategy and the Environment, 24(1): 40-57.
This paper develops four empirical archetypal organizational configurations associated with strong corporate environmental performance based on a set of 45 case studies. The organizational configurations represent different approaches to the external environment, organization structure and strategy.

Christie, N., B. Dyck. J. Morrill, and R. Stewart (2013). “CSR and accounting: Drawing on
    Weber
and Aristotle to rethink Generally Accepted Accounting Principles.” Business
    and Society
Review,  118 (3): 383-411.
This paper provides a conceptual framework and describes hallmarks associated with a more sustainable approach to accounting.

Walker, K., & B. Dyck (2014). “The primary importance of corporate social responsibility and 
   ethicality in corporation reputation: An empirical study.” Business and Society Review,
   119(1):
147-174.
This paper demonstrates the importance of considering corporate social responsibility and ethicality when determining and organization's reputation (ethicality is more important than profitability), and to consider the views of multiple stakeholders.

Bell, G.G., and Dyck, B. (2012). “Conventional Resource-Based Theory and its radical
     alternative: A less materialist-individualist approach to strategy
.” Journal of Business
     Ethics, 99(1): 121-130.
This paper presents a variation of Resource-Based Theory that is premised on a more sustainable or holistic assumptions than implicit in conventional theory.

Bell, G.G., Dyck, B. and Neubert, M. (2011). “Reconfiguring Porter’s generic strategies in a
     virtuous world.” BPS Division, Academy of Management, San Antonio, TX.
This paper presents a variation of generic strategies that are premised on a more sustainable or holistic assumptions than implicit in conventional theory.

Driscoll, C., E. Wiebe and Dyck, B. (2011). “Nature is prior to us: Applying Catholic Social
   Thought and Anabaptist-Mennonite Theology to the ethics of stakeholder prioritization for
   the natural environment.”
 Journal of Religion and Business Ethics, 3(1).
This article draws on theology to argue for seeing the natural environment as a stakeholder in organization and management theory.

Dyck, B., J. Buckland, H. Harder and Wiens, D. (2000). “Community development as
   organizational learning: The importance of agent-participant reciprocity.”  Canadian Journal
   of Development Studies, 21: 605-620.
This study applies a four-phase model of organizational to international development, paying particular attention to learning from the local communities where development initiatives are being developed and implemented.

Dyck, B. (1997). “Build in sustainable development and they will come: A vegetable field of 
   dreams.”  British Food Journal, 99 (9):  325-335.  (Note:  Published in 1994 in Journal of 
   Organizational Change Management.)
Describes hallmarks of Community Shared Agriculture.

Dyck, B. (1994). “From airy-fairy ideals to concrete realities:  The case of Shared Farming.”  
   Leadership Quarterly, 5: 227-246.
Describes hallmarks of leadership consistent with Community Shared Agriculture.


Dyck, B. (2012, July 17). “Small farms and the Future of the Planet.” The Manila Times. 
A newspaper article that describes my research in international development.
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