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Carnegie Mellon University (Tepper)

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Carnegie Mellon University (Tepper) 5000 Forbes Avenue
Pittsburgh, PA, 15213
United States
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Demographic Information

Number of full-time MBA students (2011): 

217

Number of part-time MBA students (2011): 

63

Total duration of full-time MBA program: 

21 months

MBA faculty (Fall 2010): 

117

Females as percent of student body: 

23%


Description of MBA Program: 

The Tepper School of Business regularly evaluates how to best integrate business ethics, values and corporate responsibility into its curriculum and MBA experience.  Relevant topics such as leadership, diversity and ethics are taught both as "stand-alone" coursework, but more importantly, the Tepper School's academic format integrates these topics throughout all courses to educate students on the various dimensions that apply to different disciplines and business issues.    

The foundation of the Tepper School's academic approach is analytical decision-making; and, within this arena of high-level strategy, students participate in a process that examines leadership, values and the importance of how organizations successfully operate within a complex, dynamic global environment.  This process may include class participation, corporate consultancy, team projects and presentations, independent study or special events within the school and/or external community. 


Ethics represents one of many examples of how social responsibility principles are integrated into the students' MBA experience.   As the first B-school in the country to introduce ethics into its curriculum, the Tepper School prioritizes ethics as a topic that warrants ongoing learning and reinforcement.  During Orientation, students will spend 8-12 hours delving into the dimensions of ethics, beginning with a Dean's Forum, faculty presentations and panels, case studies, and student presentations.  This is intended to emphasize ethics as an area the school values so that students' personal and professional awareness is enhanced and carried through into internship and career performance.

Additionally, throughout the year, a combined approach (dedicated coursework and integrated coursework) allows students to focus on ethics as well as understand its relevancy within other contexts (ie, finance, entrepreneurship, consulting, marketing, manufacturing, etc.).  First year MBA students are required to take the "Business Law and Ethics" courses and then will be exposed to ethics-related material within their electives coursework.


The MBA student experience is also enhanced by many student clubs that provide opportunities for learning, professional development, corporate projects and networking.  Included in the roster of the 30+ Tepper student clubs are Net Impact, Community Outreach, Tepper Energy Club, Women in Business and Entrepreneurship and Venture Capital Club.  Students



How does the MBA program 'walk the talk' of social and environmental impact?: 

FACILITIES

Sustainability initiatives throughout campus span programs that encompass climate change and energy, food and recycling, green buildings, student involvement, investment priorities and leadership from the university’s administration.  In addition to initiatives pertaining to campus awareness/involvement, capital investment and design application, the business school’s faculty – particularly in the arena of operations – integrates sustainability, environmental and ethical curriculum into the classroom.  

Both the Tepper School and Carnegie Mellon University follow guidelines established by the University’s Green Practices Committee, which was established in 1999 to develop practices to improve the environmental quality, decrease waste, and conserve natural resources and energy that would serve as a model for other institutions and companies.   The Committee’s priorities are focused on campus life, facility infrastructure and transportation.  Within the past five years, the highlights of the Committee’s accomplishments include:

•    Business school renovation (2010) received LEED Gold Rating (commercial interiors)

•    The purchase of nearly 87 million kWh of green power annual, which meets 75% of the University’s electricity use.

•    The conversion from coal to natural gas as the fuel for the campus boiler steam plant.

•    An assessment confirming a reduced environmental footprint, with nearly 30% of the University’s energy coming from renewable energy.

•    LEED Silver Rating for 2007 building renovations.

•    Sierra Magazine’s ranking as CMU as the 10th “Coolest School” November/December 2007 cover story.

•    A Living Roof installation that is awarded “Roof of the Year” by the National Roofing Contractors Association  New York Times

•    LEED-CS gold rating (core and shell) for a new Collaborative Innovation Center

•    Initiation of solared powered computing in which solar panels begin to produce 10% of building power

The campus Green Practices Committee integrates membership, involvement and projects throughout the schools on campus, including the Tepper School of Business.  The recent (2010) completion of the business school’s “West Wing” addition and conference center was completed in partnership with the business school and the CMU Green Practices committee, ultimately receiving a LEED Gold rating.  In addition, recycling, waste management, energy conservation and sustainability programs recommended by the university are implemented at the business and often conducted in partnership with student clubs, such as the Tepper School’s Energy Club and NetImpact student club.

Planning for green initiatives, such as sustainability, green buildings or energy conservation at the Tepper School is always done in partnership with the Green Practices Committee and committee members representing areas pertaining to facilities, energy, transportation, purchasing, outdoor environment, student services and building maintenance.

CURRICULUM

In addition to sustainability coursework (available through operations management electives), ethics represents one of many examples of how CSR principles are integrated into the students' MBA experience. As the first B-school in the country to introduce ethics into its curriculum, the Tepper School prioritizes ethics as a topic that warrants ongoing learning and reinforcement. During Orientation, students will spend 8-12 hours delving into the dimensions of ethics, beginning with a Dean's Forum, faculty presentations and panels, case studies, and student presentations. This is intended to emphasize ethics as an area the school values so that students' personal and professional awareness is enhanced and carried through into internship and career performance.

Additionally, throughout the year, a combined approach (dedicated coursework and integrated coursework) allows students to focus on ethics as well as understand its relevancy within other contexts (ie, finance, entrepreneurship, consulting, marketing, manufacturing, etc.). First year MBA students are required to take the "Business Law and Ethics" courses and then will be exposed to ethics-related material within their electives coursework.

The MBA student experience is also enhanced by many student clubs that provide opportunities for learning, professional development, corporate projects and networking. Included in the roster of the 30+ Tepper student clubs are Net Impact, Community Outreach, Tepper Energy Club, Women in Business and Entrepreneurship and Venture Capital Club.

Students participate in more than 40 case competitions each year relevant to corporate social responsibility, ranging from business plans for start-ups to global operations.


 

Academic Department

Course Name: Accounting for Decision Making
Instructor: Carlos Corona, John Obrien

Spectrum Glass faces environmental costs when disposing of "fines" (ash) contaminated with cadmium. Cadmium is used only in the manufacture of warm colors, but the continuous manufacturing process mixes fines from all colors together. Traditional cost accounting systems do not allocate disposal costs to the product line that generates them. As a result, some products look more expensive then they really are, while others look less expensive. In class, we look at how an activity based costing system can be used to avoid this cost distortion.

Course Name: Business Acting
Instructor: Geoffrey Hitch

Course Discipline: Communications. Business Acting deals with influence, with affecting others with expressie power toward one's desired goals. While acting is often misperceived as "professional lying", in fact it is more effective communication of what one believes to be true. In the acting class, improvisations, scenes & monologues often deal with issues of social ethics and personal ethics. The course encourages greater involvement of one's humanity when communicating, including assertive influence & empathetic listening.

Course Name: Business Government and Strategy
Instructor: Lester Lave

The goal of this course is to take students beyond the simple notion that firms maximize profit and introduce them to the interactions of business with government. The course is focused on 14 models that give insights into current behavior and decisions of companies and governments. The course explores these models through current business and government issues from why US elections focus on personality while European elections focus on issues to how a company can decide the safety level for a product that is inherently risky. About half of each class is spent in discussions or debates on the issues.

The course assumes that students have a working knowledge of microeconomics and some curiosity about why strategic decisions are made as they currently are.

Course Name: Business Law and Ethics
Instructor: Dale Hershey, David Tungate

We discuss the difference between a company's responsibility to its "stakeholders" and its stockholders. I draw on statements of companies and their environmental and social responsibility reports to show the importance. We discuss the fact that the rules of the economy are embedded in the rules that society operates under. Business has to earn the right to operate.

A major part of the course is focused on the environment, especially air pollution and global climate change. We look at the benefit-cost analysis of the 1970 Clean Air Act that EPA did as an illustration of benefit-cost analysis, cost-effectiveness, analysis, risk-benefit analysis and other frameworks for managing social risks. We look at why there are federal laws about air and water pollution, rather than leaving these to local or state jurisdictions. These are among other components of environmental economics covered.

A topic that gets attention is the notion of taxing bads (air pollution, water pollution, congestion, etc.) rather than goods (labor, savings, etc.). The students generally ask a question that I cannot answer: Why doesn't society do something so obviously correct?

A major part of the course deals with risk management. We look at various frameworks used by federal agencies: no-risk, risk-risk, technology based standards, cost-effectiveness, risk-benefit, and benefit-cost. Look at the various agencies that use each framework, we explore the advantages of each and the cost of using each.

We examine readings on green marketing and the audience for green products and the premium they are willing to pay. I point out that one of the major surprises in deregulating electricity was the number of people who signed up for renewable electricity at a premium.

Course Name: Business To Business Marketing
Instructor: John Mather

Marketing in general has a societal connection and responsibility. Business to business marketing is especially cognizant of this relationship. The concepts mentioned enter many facets of business to business marketing. The sourcing, production and distribution of products for all levels of the manufacturing process have enormous impact on global society and the environment. Beginning with the product development process, product design, product manufacturing and finally distribution to the users, all must be evaluated with respect to impact on societal members and the environment. And the recycling of the product starts the process again. Beyond the extensive environmental thinking today is all areas of manufacturing, the next huge opportunity is the distribution from manufacturing to the user to the front end raw materials position again. This is the exciting thinking now in marketing, mostly focused in the Business to Business arena. The entire cycle must be societal and environmental focused on a global basis. Models are emerging, even initial books and early organization examples. There should be visible evidence emerging soon. As enthusiasm and commitment grow, so should the results.

Course Name: Capitalism
Instructor: Allan Meltzer

Capitalism is the only system that the world has discovered that produces both growth and individual freedom. Critics point out that it has two deficiencies: one is inequality in the distribution of income: the second is fluctuations in output and employment--recessions and booms. The course compares capitalism to its alternatives--socialism earlier and currently the welfare state. It uses a model of political-economic interaction to discuss the role of income distribution and the conflict between growth and income redistribution that is central to a democratic political system.

Course Name: Corporate Restructuring
Instructor: Robert Dammon

Corporate Restructuring is a course that examines the economic, legal, and financial consequences of major restructuring transactions. The transactions that are examined include mergers and acquisitions, takeovers, financial restructurings, leveraged buyouts, and bankruptcy.

The impact of the various corporate restructuring transactions on all corporate stakeholders (stockholders, workers, management, community, society, etc.) is discussed. The tension that exists between stockholders and the other stakeholders of the corporation is a central theme throughout the course.

Course Name: Ethical Issues in Business
Instructor: Dale Hershey

This course examines ethical issues in business from both a Western and a global perspective. It begins with Western ethical theory and analyzes case studies covering such issues as privacy, employee rights, product liability, sexual harassment, diversity, intellectual property and corporate responsibility. It then examines how other cultures give rise to different norms for business practice, for instance in such matters as nepotism, gifts, cronyism, sexual equality, family obligations, care, loyalty, and economic development. The class is conducted in a Socratic manner that enables students to develop skills in discussing ethical issues and resisting on-the-job pressure to compromise. (4/10-DH)

Course Name: Ethics and Leadership
Instructor: John Hooker, Roberto Weber

This course deals with the foundations of ethical behavior in organizations.

The first part of the course, taught by Professor Hooker, deals with the relationship between ethical behavior and rational choice. The conceptual framework developed in this part of the course allows one to arrive at, and defend, personal and company decisions in a reasonably objective manner that others can understand. This part of the course also applies the framework to a number of real-life ethical scenarios. The second part of the course, taught by Professor Weber, focuses on the relationship between ethical

Course Name: Evidence Based Management
Instructor: Denise Rousseau

Evidence-Based Management (EBMgt) enhances the overall quality of organizational decisions and practices through mindful use of relevant best-available scientific evidence. EBMgt combines conscientious use of scientific and organizational facts with ever-deepening individual expertise, and ethical considerations including impact on stakeholders. Contemporary managers are heavily swayed in their thinking and decisions by habit, fads, convention and unrealistic levels of confidence (March, 2010; Pfeffer & Sutton, 2006). Managers practicing EBMgt learn how to rethink their approaches to data and knowledge in order to make more effective decisions. EBMgt means making decisions based on scientific evidence and organizational facts. These decisions rely on judgment processes that reduce bias and judgment errors and give due consideration to stakeholder interests. This mini course promotes your understanding and use of the principles of EBMgt. It also guides you in developing the skills and knowledge needed to identify, access, and use quality evidence from science and practice in making better decisions.

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Type of Offering

Globalizatin and the Private Sector
Date: March, 2010

Craig and Barbara Barrett, Monday, March 22, 2010

4:45pm, Rashid Auditorium in the Hillman Center for Future Generation Technologies

Craig and Barbara Barrett will speak to the university community as part of the University Lecture Series. Their topic, “Globalization: Two Perspectives from the Private Sector” promises to provide a timely look at the role of globalization in the world today. Craig and Barbara have a long and distinguished history in the corporate world and in government service. Most recently, Craig is the former Chairman and CEO of Intel and until January 2009, Barbara served as the United States Ambassador of Finland.

Co-sponsored by the International Relations and Politics Program, the Heinz College, the College of Engineering and the School of Computer Science

Social Innovation and Civic Participation
Date: January, 2011

Heinz College Guest Lecture

Sonal Shah, Thursday, January 13, 2011

4:30 pm, Hamburg Hall 1000

Ms. Sonal Shah heads the White House Domestic Policy Council’s Office of Social Innovation and Civic Participation (SICP). President Obama tasked SICP with engaging individuals, non-profits, the private sector, and government to foster innovation and work together to make greater and more lasting progress on our Nation’s challenges. In creating the Office of Social Innovation and Civic Participation (SICP), housed within the Domestic Policy Council, President Obama recognized that the best solutions to our challenges will be found in communities across the country. He tasked SICP with engaging individuals, non-profits, the private sector, and government to foster innovation and work together to make greater and more lasting progress on our Nation’s challenges. The Office is focused on doing business differently by promoting service as a solution and a way to develop community leadership; increasing investment in innovative community solutions that demonstrate results; and developing new models of partnership. These three mission areas together comprise SICP's community solutions agenda. Sonal Shah heads the White House Domestic Policy Council’s Office of Social Innovation and Civic Participation. She also served on President Obama's Transition Board overseeing the Technology, Innovation, Government Reform working group. Prior to joining the White House, Shah led Google.org's global development efforts, focusing on transparency, openness, civic participation, and entrepreneurship development, especially financial access. Before joining Google, she was Vice President at Goldman Sachs, Inc., where she developed and implemented the firm's environmental strategy. Shah also co-founded a non-profit, Indicorps which offers fellowships for Indian-Americans to work on development projects in India. Prior to that, she worked at the Center for American Progress, and developed and managed policy and advocacy programs for the Center for Global Development. She previously worked in the Federal Government from 1995-2002, at the Treasury Department and the National Security Council. Shah received her MA in Economics from Duke University and BA in Economics from the University of Chicago. She is an Aspen Crown Fellow and a Next Generation Fellow.

Rachel Carson Legacy Conference
Date: September, 2010

Friday, September 24

2010 RACHEL CARSON LEGACY CONFERENCE

Keynote Speaker: Karl-Henrik Robèrt,

one of Sweden’s leading cancer scientist and the founder of The Natural Step CHALLENGING MARCELLUS SHALE: The Science, Consequences and Alternatives http://www.rachelcarsonhomestead.org/

One Laptop One Child: Net Impact Chapter Speaker
Date: January, 2010

Charles Kane, Tuesday, January 19, 2010

12:30, McConomy Auditorium, University Center

Charles Kane, President, Chief Operating Officer of One Laptop per Child, Senior Lecturer, MIT Sloan

Charles Kane brings a wealth of experience to OLPC including as CFO at RSA Security (recently acquired by EMC), and CFO at Aspen Technology. Prior to joining Aspen Technology, Kane served as president and Chief Executive Officer at Corechange, Inc., an enterprise software company purchased by Open Text, Inc. Kane previously served in executive management roles at Informix Software and Ardent Software; and he held senior financial management positions at Stratus Computer Inc., Prime Computer Inc. and Deloitte and Touche.

Mr. Kane holds a Master of Business Administration in International Finance from Babson College, and a Bachelor of Business Administration in Accountancy from the University of Notre Dame. Mr. Kane is a certified public accountant, and serves on the boards of directors at Progress Software (PRGS), Borland Software (BORL), Netezza Corporation (NZ), and Applix Software (APLX). He is a Senior Lecturer of International Finance at the MIT Sloan School.

The Global Impact of the US
Date: October, 2009

Richard Tucker, Thursday, October 8, 2009

4:30pm, Porter 100, Gregg Hall

In the twentieth century a major driving force for global environmental deterioration was the vast reach of the American economy, in its worldwide search for natural resources. Throughout history empires (whether political/military or economic) have captured distant natural resources, domesticating distant ecosystems.The American empire has been no exception, but it has been the most momentous of them all (though China’s new global surge may soon surpass it). In the peacetime economy, American investors and their local collaborators have transformed ecosystems throughout Latin America and across the Pacific into Southeast Asia, to produce agricultural crops, timber products and minerals for export. American consumers have provided the largest market for these products. We are only beginning to recognize the global ecological consequences of corporate enterprise and consumer culture. We have paid even less attention to the international impact of the United States military’s demands for resources (timber, minerals, and petroleum) for use in wartime and for maintaining the world’s most far-flung military establishment in peacetime, especially during the Cold War

Tepper Food Drive
Date: February, 2011

Food drive for local area community food banks. All students, staff and faculty participate.

A Sustainable Neighborhood Resurgence
Date: January, 2011

Nathan Wildfire HNZ’06, Thursday, January 13, 2011

4:30 pm, Porter Hall 100 (Gregg Hall)

Nathan Wildfire is Sustainable Policy Coordinator, East Liberty Development, Inc.

The last five years in the East Liberty neighborhood of Pittsburgh have seen exciting change as community driven neighborhood development has begun to reverse the negative effects of failed 1960’s Urban Renewal. Guided by the 1999 stakeholder Community Vision, East Liberty Development, Inc. (ELDI) and community partners, developers, service providers, and faith-based organizations have worked hard to restore East Liberty to a mixed income, stable neighborhood populated by regional retail destinations and small businesses. Today, the neighborhood is attracting services, amenities, and employers that have ignored East Liberty for over forty years. Whole Foods, Home Depot, Starbucks, Trader Joe’s, Border’s Bookstores and others are experiencing success in a low-income neighborhood, giving residents new and exciting shopping and employment options. New small businesses are opening up shop, taking advantage of small business assistance programs. Three hotels, new plazas, and more entrepreneurs are on the way, as well as an influx of residents from every income spectrum. Blighted and abandoned housing is being secured and eliminated, replaced with high quality, well-managed affordable and market rate housing. Residents are returning to the neighborhood, adding their voice to East Liberty’s revitalization. Outside investment is coming in. East Liberty is an exciting place to be.

National Black MBA Conference
Date: September, 2011

Tepper sent 85 students to the National Black MBA Conference in September. The content of this conference included issues related to personal advancement, ethics and social impact.

Net Impact Conference
Date: October, 2011

Tepper sent 35 students to the National Net Impact Conference in October 2011. This conference is focused on corporate social responsibility and environmental/sustainability issues.

China Today: Economics, Tech and Peopls
Date: March, 2011

China Today: Economics, Technology and People

Friday, March 18, 2011

Keynote Lecture:

China Today is a joint weekend course between the University of Pittsburgh and Carnegie Mellon University.

All lectures to be held on the University of Pittsburgh campus. For more information, please visit the weekend today website.

Student Consulting International Organization
Date: March, 2011

SCIO is a student group working with Micro Finance implementation in Ghana. Multi-Year Effort.

Implementation Trip in March 2011

Pro-Bono Consulting: Student Group

Students work directly with local educational organizations to provide assistance in a consulting relationship.

City High Case Competition
Date: March, 2011

Case competition for Pittsburgh Minority Charter School. This charter school has a disproportionate number of low-income youth, and the Tepper School is a partner in a mentorship program that pairs MBA students with high school students as part of a case competition that imparts business management skills and a general awareness of the value of post-high school education.

World Poverty : Explanations and Responsibilities
Date: September, 2009

Thomas Pogge, Monday, September 14, 2009

4:30pm, Porter 100, Gregg Hall

While world income has grown at an impressive rate, the share of the poorest half has sunk below 1.8% percent of world income. Severe poverty persists in many poorer countries, causing about one third of all human deaths (some 18 million annually) and blighting billions of lives with hunger and disease. What role do global institutional arrangements, such as the rules of the WTO Treaty, play in the persistence of severe poverty? And how does the causation of poverty affect the responsibility of citizens in affluent countries to work for its eradication?

Thomas Pogge is the Leitner Professor of Philosophy and International Affairs, Yale University.

Global Problems, Global Solutions: Keynote Speaker
Date: November, 2010

Keynote Address by Sheryl WuDunn

Friday, November 12, 2010

7:30pm, La Roche College, Zappala College Center

Sheryl WuDunn, the first Asian-American to win a Pulitzer Prize, is a best-selling author, business executive and lecturer. Currently, she is president of TripleEdge, a social investing consultancy, and works as a director with Mid-Market Securities, an investment banking boutique serving the middle market. She is co-author of Half the Sky: Turning Oppression into Opportunity for Women Worldwide, a New York Times best-selling book about the challenges facing women around the globe.

Tepper Professional Clothing Drive

Collecting clothing for community members/disadvantaged residents who are re-entering the work force. All students, faculty and staff participate.

Managing Risk in a Global Society
Date: November, 2009

What does it mean to be a “global citizen”? Dr. Sutin’s presentation will devote attention to discernable trends and unpredictable events that create opportunities and risks for nation’s, corporations, universities and individuals alike. Consideration will be afforded ways to plan in an environment characterized by increasing unpredictability, and reactive options when circumstances require both decisiveness and deliberate thinking.

Stewart E. Sutin earned his Ph.D. in Latin American History and U.S. Foreign Policy at the University of Texas at Austin, an M.A. from Georgetown University in Latin American Studies, and a B.A. from Penn State University in History. He is currently Clinical Professor of Administrative and Policy Studies and Associate Director of the Institute for Higher Education Management in the School of Education at the University of Pittsburgh. Before joining the University of Pittsburgh, Dr. Sutin served as President of Community College of Allegheny County.

During 29 years in the banking industry, Dr. Sutin’s executive positions included President of Bank of Boston International and Senior Vice President and International Department head of Mellon Bank. His professional activities included service as President of the Board of Directors of the Bankers Association for Trade and Finance, Chair of the Western Pennsylvania District Export Council, board member of Three Rivers Workforce Investment Board, and co-founder of the Global Trade Institute.

Dr. Sutin served on the Board of Trustees of St. Thomas University and the International Fine Arts College of Miami, where he was Vice Chairman. He has been on advisory boards at Carnegie Mellon University, University of Pittsburgh, Duquesne University, Brandeis University, and the University of Miami. Dr. Sutin is an adjunct member of the faculty of the Katz Graduate School of Business Administration at the University of Pittsburgh and Babson University. He co-edited and authored chapters Financing Development in Latin America, contributed a chapter to the International Banking Handbook, published by Dow Jones Irwin, and has written other articles on international finance.

The Global Rise of Social Enterprise
Date: November, 2009

Jerr Boschee, Monday, November 23, 2009

4:30pm, Porter 100, Gregg Hall

Jerr Boschee, 64, has been an advisor to social entrepreneurs in the United States and elsewhere for more than 30 years.

To date he has been a keynoter or conducted master classes in 42 states and 15 countries, and has long been recognized as one of the founders of the social enterprise movement worldwide.

He has also been a senior marketing executive for a Fortune 100 company, managing editor for a chain of regional newspapers, a Peace Corps Volunteer in India, and a guest lecturer at numerous academic institutions, including Cambridge, Carnegie Mellon, Duke, Georgetown, Harvard, Northwestern, Oxford, Stanford and others.

Jerr is the former President and CEO of The National Center for Social Entrepreneurs, is one of the six co-founders of the Social Enterprise Alliance, and was named by The NonProfit Times to its nonprofit sector “Power & Influence Top 50” lists in 2004, 2005 and 2006. He served from 2001 to 2004 as an advisor to England’s Department of Trade and Industry Social Enterprise Unit and is the author or editor of five books, including Boschee on Marketing, The Social Enterprise Sourcebook, and the award-winning Migrating from Innovation to Entrepreneurship: How Nonprofits are Moving toward Sustainability and Self-Sufficiency.

Jerr is currently Executive Director of The Institute for Social Entrepreneurs (www.socialent.org), which he created in 1999, and is Visiting Professor of the Practice in Social Enterprise at the H. John Heinz III College, School of Public Policy and Management, at Carnegie Mellon University. He is also the founding Chair of Peace Corps Encore! (now known as Encore! Service Corps International), a nonprofit launched in 2003 to send former Peace Corps Volunteers and others back into service on short-term assignments (one to six months) that match their professional expertise with specific social needs, and Board Chair for SAGE (“Students for the Advancement of Global Entrepreneurship”), which supports high school entrepreneurs in more than 20 countries.

The Vertical Farm
Date: October, 2009

Dickson D. Despommier, Thursday, October 22, 2009

4:30pm, Porter Hall 100 (Gregg Hall)

Farming is failing at an alarming rate in many areas of the world that can least afford it. South Asia, Africa and China are a few of those places. Climate change issues and the lack of modern agricultural methods are the main reasons. Severe weather events (droughts, floods) account for most of the loss and plant diseases take advantage of weakened crops. The solution is indoor agriculture – so called Vertical Farming. It offers solutions that would overcome most of the problems that cause crop losses and offer the possibility of creating a sustainable eco-city. Development will require no new technologies, only systems integration, taking lessons from high tech greenhouses that are already in operation. In doing so, a new urban-based agricultural revolution could well be on its way to solve the world’s food crisis.

Dickson D. Despommier was born in New Orleans, Louisiana, and grew up in California before moving to the New York area, where he now lives and works. He was trained as a microbiologist and has always been interested in the environment. At present, Dr. Despommier is engaged in a project whose mission is to produce significant amounts of food crops in tall buildings situated in densely populated urban centers (Vertical Farming; see www.verticalfarm.com <http://www.verticalfarm.com/> ). This initiative has grown in acceptance over the last few years to the point of stimulating planners and developers around the world to incorporate them into their vision for the future city. It is highly likely that some form of the vertical farm will soon become part of the skyline of the built environment.

Meeting the Power and Water Challenges of the Next Decade
Date: November, 2010

Steve Bolze, Wednesday, November 17, 2010

3:30pm, Rangos 1, University Center

Steve Bolze, President and CEO of General Electric Power and Water

The world is facing increasing challenges in the search for cleaner energy and solutions to water scarcity issues. Steve Bolze, Chief Executive Officer of GE Power and Water, will discuss solutions to these global challenges, the company's commitment to technology innovation, and thoughts on leadership for business and engineering students looking to make a difference in a dynamic new world.

Steve Bolze is the president and CEO of GE Power & Water, a world-leading provider of traditional and renewable power generation technology, as well as water and process technologies. He became a senior vice president in September 2008.??Bolze's GE career began in 1993 as the manager of Mergers and Acquisitions for GE Corporate Business Development. In 1995, he joined GE Energy in Schenectady, NY, as manager of Competitive Strategies and later became the product general manager for large steam turbines. He subsequently held several leadership roles in Energy Services including president and general manager of Energy Management Services.??In 2002, Bolze moved to GE Healthcare as the general manager for Functional and Molecular Imaging. In 2003, he was appointed a company officer and became vice president, Amersham Integration based in London. He then became president and CEO of GE Healthcare International based in Paris. He was named vice president, Power Generation in November 2005.

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Competing with Free: The Impact of Movie Broadcasts on DVD Sales and Internet Piracy
Author(s): Smith, M

The creative industries have frequently expressed concern that they can’t compete with freely available copies of their content. Competing with free is particularly concerning for movie studios, whose content may be more prone to single-use consumption than other industries such as music. This issue has gained renewed importance recently with the advent of new digital video recording and distribution technologies, and the widespread availability of Internet piracy.
We examine competition between “free” and paid video content in two important contexts: the impact of legitimate free distribution in one channel on sales through paid channels, and the impact of illegitimate free distribution in pirated channels on sales through paid channels. We do this by studying the impact of movie broadcasts on DVD demand and the impact of piracy availability at the time of broadcast on DVD demand. Our data include all movies shown on over-the-air and cable television during an eight-month period in 2005–2006.
With respect to the impact of movie broadcasts on piracy and sales, we find that movie broadcasts on over-the-air networks result in a significant increase in both DVD sales at Amazon. com and illegal downloads for those movies that are available on BitTorrent at the time of broadcast. With respect to the impact of piracy on sales, we use the television broadcast as an exogenous demand shock and find that the availability of pirated content at the time of broadcast has no effect on post-broadcast DVD sales gains.
Together our results suggest that creative artists can use product differentiation and market segmentation strategies to compete with freely available copies of their content. Specifically, the post-broadcast increase in DVD sales suggests that giving away content in one channel can stimulate sales in a paid channel if the free content is sufficiently differentiated from its paid counterpart. Likewise, our finding that the presence of pirated content does not cannibalize sales for the movies in our sample suggests that if free and paid products appeal to separate customer segments, the presence of free products need not harm paid sales.

Journal Title: Management Information Systems Quarterly Volume: 33 Edition: 2 Page Numbers: 321-338
First get your feet wet: When and why prior experience fosters team creativity.
Author(s): Argote, L

How does prior experience influence team creativity? We address this question by examining the effects of task experience acquired directly and task experience acquired vicariously from others on team creativity in a product-development task. Across three laboratory studies, we find that direct task experience leads to higher levels of team creativity and more divergent products than indirect task experience. Moreover, our results show that the difference in team creativity between direct and indirect task experience persists over time. Finally, our findings demonstrate that transactive memory systems fully mediate the effect of direct task experience on team creativity. Teams who acquired task experience directly are more creative because they develop better transactive memory systems than teams who acquired experience vicariously. We discuss how our findings contribute to understanding the effects of prior experience on team creativity, and the role of transactive memory systems in creative tasks.

Journal Title: Organizational Behavior and Human Decision Processes Volume: 111 Edition: 2 Page Numbers: 93-101
Good Citizens in Poor-Quality Relationships: Idiosyncratic Deals as a Substitute for Relationship Quality
Author(s): Rousseau, D

Idiosyncratic deals ("i-deals") are special arrangements that individuals negotiate with their employers. This study investigates the link between i-deals and organizational citizenship behavior (OCB). From the perspective of social exchange theory, the relationship between individuals' i-deals and OCB should depend on the quality of workplace relationships with their supervisors, colleagues, and organization. Measuring these respectively as leader-member exchange (LMX), team-member exchange (TMX), and perceived organizational support (POS), we tested hypotheses via data gathered from 231 supervisor-subordinate dyads nested in 53 work groups. Results reveal stronger positive relations between i-deals and OCB for employees with low rather than high LMX or TMX.

Journal Title: Academy of Management Journal Volume: 53 Edition: 5 Page Numbers: 970-988
Has Moral Hazard Become a More Important Factor in Managerial Compensation
Author(s): Gayle, GL; Miller, RA

We estimate a principal-agent model of moral hazard with longitudinal data on firms and managerial compensation over two disjoint periods spanning 60 years to investigate increased value and variability in managerial compensation. We find exogenous growth in firm size largely explains these secular trends in compensation. In our framework, exogenous firm size works through two channels. First, conflicts of interest between shareholders and managers are magnified in large firms, so optimal compensation plans are now more closely linked to insider wealth. Second, the market for managers has become more differentiated, increasing the premium paid to managers of large versus small firms.

Journal Title: American Economic Review Volume: 99 Edition: 5 Page Numbers: 1740-1769
Insider Information and Performance Pay
Author(s): Gayle, GL; Miller, RA

This article provides evidence that managers have private information they exploit for financial gain at the expense of shareholders. It develops a model of optimal contracting to show that moral hazard, hidden actions taken by agents, can rationalize why a principal would optimally induce agents to benefit from their private information. Estimates from a structural model shows that moral hazard is an important economic factor. This leads to the conclusion that, in practice, shareholders and managers might optimally agree upon an arrangement where managers systematically exploit their private information about the firm. (JEL codes: J3, K2, G3 and C5).

Journal Title: CESifo Economic Studies Volume: 55 Edition: 3-4 Page Numbers: 515-541
Moral Emotions and Unethical Bargaining: The differential effects of empathy and perspective taking in deterring deceitful negotiation
Author(s): Cohen,TR

Two correlational studies tested whether personality differences in empathy and perspective taking differentially relate to disapproval of unethical negotiation strategies, such as lies and bribes. Across both studies, empathy, but not perspective taking, discouraged attacking opponents’ networks, misrepresentation, inappropriate information gathering, and feigning emotions to manipulate opponents. These results suggest that unethical bargaining is more likely to be deterred by empathy than by perspective taking. Study 2 also tested whether individual differences in guilt proneness and shame proneness inhibited the endorsement of unethical bargaining tactics. Guilt proneness predicted disapproval of false promises and misrepresentation. Empathy did not predict disapproval of false promises when guilt proneness was included in the analysis. The comparatively private nature of the sin of false promises suggests that private ethical breaches are more likely to be deterred by anticipated guilt, while ethical breaches with clear interpersonal consequences are more likely to be deterred by empathy.

Journal Title: Journal of Business Ethics Volume: 94 Edition: 4 Page Numbers: 569-579
Why supervisors make idiosyncratic deals
Author(s): Rousseau, D

Supervisors differentiated among i-deals regarding development, flexibility, and workload reduction. Their authorization of developmental i-deals was influenced by employee initiative. Supervisors viewed these i-deals to have positive implications for employee motivation and performance. Flexibility i-deals were influenced by structural conditions such as the type of work the employee performed. Supervisors viewed these i-deals to enhance work-life benefits. Supervisors tended to grant workload reduction i-deals in the context of unfulfilled organizational obligations towards employees.

Journal Title: Journal of Managerial Psychology Volume: 24 Edition: 8 Page Numbers: 738-764