This article analyses the ethics of how community engagement and dialogue as applied by a mining corporation in Chile led to erosion of the community's psychological freedom despite being aligned with best practice. This article details how a mining company squeezed the psychological freedom of the community in order to obtain an agreement between the period of 2000 and 2016. The findings focus particularly on a 9-month period between 2015 and 2016 when the company undertook intense community engagement. The article identifies six corporate action phases undertaken which curtailed the community's psychological freedom as paying off local leaders; challenging via courts of law; co-opting community lawyers; prohibiting a key debate during dialogue; and remaining silent after failing to honour its own self-imposed rule. The findings label the company's community engagement as contradictory; while it conducted transitional and transformational engagement (in line with best practice) in formal spaces, it also engaged in unethical strategies in the informal spaces of community engagement. The result was overall community consent and an even more fragmented community. This article finds that when it limits the psychological freedom of participants, who are already divided as a group, corporate-community engagement (CCE) can be viewed as ethically problematic. Based on analysis of the literature and an empirical case analysis, this article contributes a test for assessing the ethics of CCE.

Purpose -The purpose of this paper is to capture, codify and communicate an implicit changemanagement process to embed corporate responsibility and sustainability at the Cranfield School of Management. Design/methodology/approach -To explain the (on-going) change-management process, the authors retrospectively applied change-management literature to the implicit process in which they have, themselves, been intimately involved. Findings -The implicit change-management process had unconsciously mobilized a variety of tactics identified in the change-management literature; a more explicit articulation of the "as-is" and "desired" states, and a more explicit, systematic and regular communication of the journey and goal, might have enabled faster progress. However, the nature of a highly autonomous and decentralized organization, such as an academic institution, means that sustainable change management may be slower than in commercial institutions.Research limitations/implications -The authors have been closely engaged in the changemanagement process they describe and, inevitably, have unconscious biases and partial perspectives. Nevertheless, as a frank and self-critical account of a five-year-plus process, it can assist other academic institutions. Practical implications -As more business schools seek to embed corporate responsibility and sustainability, the case study identifies a series of potential change-management tactics. Originality/value -The paper applies a change-management model to examine how one school of management is tackling how to embed corporate responsibility and sustainability into its research, teaching, advisory services and its own operations.

No abstract