This article reports on an exploratory project that employed an action research approach to integrating sustainability into core subjects in the MBA program at an Australian university. It documents the change methodology used, the theoretical basis for this choice, and the project outcomes. It then identifies some key enabling factors and barriers to successful integration of sustainability themes into the MBA. The article also draws on theories of organizational change to illustrate the strengths and limitations of the approach used in this study compared to other possible approaches. Key success factors included active faculty participation from the redesign process to evaluation and collaboration between multiple stakeholders. (Contains 2 tables and 2 notes.)