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AbstractWestern economically driven instrumental ethics fuel the dominant institutional logic in many business schools and are associated with the negative social and environmental situation widely linked to the mode of global development. Other ethical framings have been subordinated, marginalized, or denied. Through the explicit commitment of prominent international certifying bodies of management education, educators, researchers, and practitioners will be encouraged to give increasing effect to the Principles for Responsible Management Education (PRME). The PRME is a United Nations‐led, institution‐level mechanism for reorienting the direction of business schools and for increasing both educator and student capacities to contribute to a more inclusive and sustainable mode of development globally. We propose greater emphasis be given to various forms of relational ethics from which to guide the functional aspirations of institutions. We explore the creative opportunity for institutional change by contrasting the prevailing Western economically driven instrumental institutional logic with indigenous ethical framings. We draw upon Seo and Creed's conceptual framework of institutional change to discuss two films—Mann v. Ford and Waste = Food—to bring greater attention to the generative potential of indigenous perspectives in institutional praxis. Our examples could equally invite an application of other systems of relational ethics that have been overshadowed by the current domination of economic instrumentalism in almost all realms of decision making. We conclude by providing some teaching resources that can be used or adapted for geographical‐ or disciplinary‐specific attention to the issues we raise.

The authors present a Coyote story to illustrate Native American perspectives on time, teaching, and learning. Coyote stories invoke Indian Time, a traditional Native American perception of time that progresses through events rather than minutes on a clock. Coyote, a trickster, wanders and investigates, interacting with animate creatures and inanimate objects. He inspires us to pursue creative, multidirectional approaches of understanding and reflective, self-discovered approach to learning. Whereas management and management education typically edify a single-time perspective, that of clock time, you may find wisdom in nonlinear Indian Time and reflective learning through timeless stories.

Circles are symbols of interconnectedness. Behavioral circles can be vicious or virtuous. Many American Indians are caught in a vicious circle of exclusion from the purported benefits of Westernization, entrapment in its negative elements, and the ongoing undermining of their culture and thus their identities. Yet Native Americans, along with many indigenous peoples the world over, are holding fast to traditional values. Indigenous knowledge systems include spiritual orientations that, in the face of the social and environmental issues facing humanity, may provide an alternative set of values for generating life-enhancing business behavior. The authors introduce management educators to Native American values generally and specifically to four traditional Lakota values: bravery, generosity, fortitude, and wisdom. Management education might move toward to an inclusive, virtuous circle through respect for Native American values as an equally valid alternative to dominant management values.

Purpose– The purpose of this paper is to develop two new constructs (career self-schemas and career locus) and present a conceptual model of the influence of Native American culture on MBA fit.Design/methodology/approach– Using a social cognitive lens on career theory, the authors examine the possible effects of cultural influences on the fit between Native Americans' career goals and an MBA. Specifically, the authors propose that cultural factors contribute to career self-schemas inconsistent with Native American perceptions of business graduate education. Career self-schemas are an individual's cognitive map of the self in his or her career.Findings– The conceptual model proposes that aspects of career self-schemas may explain lagging Native Americans' MBA fit: the MBA is culturally inconsistent, and a community career locus.Research limitations/implications– The model needs to be tested empirically. This research has implications that extend beyond Native Americans to help explain the career aspirations of other diverse groups.Social implications– Native Americans are, in recent years, engaging in economic development that would benefit from Native Americans with MBAs. The authors make recommendations for increasing Native American interest in MBA programs.Originality/value– This paper introduces the constructs of career self-schemas and career locus to explain lagging MBA fit for Native Americans. The constructs may also be applied in other cultures and with other ethnic groups to explain differences in career choice. It may be particularly helpful in an international context.

A brief history of American Indian business /Charles F. Harrington --Embracing cultural tradition: historic business activity by Native people in the western United States /Joseph Scott Gladstone --American Indian entrepreneurship /Charles F. Harrington, Carolyn Birmingham, and Daniel Stewart --Business strategy: building competitive advantage in American Indian firms /Daniel Stewart --The business law of the third sovereign: legal aspects of doing business in Indian country /Gavin Clarkson --Legal forms of organization /Amy Klemm Verbos --Tribal finance and economic development: the fight against economic leakage /Gavin Clarkson --High-stakes negotiation: Indian gaming and tribal-state compacts /Gavin Clarkson and James K. Sebenius --American Indian leadership practices /Stephanie Lee Black and Carolyn Birmingham --Business ethics and Native American values /Carma M. Claw, Amy Klemm Verbos, and Grace Ann Rosile --Coyote learns to manage a health program /Joseph Scott Gladstone --A Native American values-infused approach to human resources /Matthew S. Rodgers and Shad Morris --Service management for Native American customers /Deanna M. Kennedy, Denise Bill, Rachael Meares, and Iisaaksiichaa (Good Ladd) Ross Braine --Native Americans and marketing: a paradoxical relationship /Stephanie Lawson Brooks and Cara Peters.